If you follow my time-management advice, you know I have a method of managing yourself in one-week sprints. 

The method is simple: just like you manage engineering sprints by running a backlog and delivering it piece by piece, run your own backlog and select three things you want to achieve each week. These three things need not be random, you need to select them carefully with the following criteria in mind: they need to be achievable within the week, and if with everything you have to do, you will only get to do them, you’ll still be happy at the end of the week.

This method forces you to own your time and confront the load upfront: you have to choose what you do and what you don’t do in advance, and not after the fact as it usually happens.

I have been practicing this method for years. It brings peace of mind into my hectic life and allows me to make progress in the areas that are important to me even in busy times.

When I started Infinify, I moved from practicing it at a weekly pace to a daily one: every day I would ask myself what are the three things I wanted to accomplish that day. 

Some of the days it made perfect sense: I had no meetings and was able to achieve meaningful progress on a variety of topics. But on other days, when my schedule was full with back-to-back meetings, I knew the meetings would set the agenda for the day. I still wanted to stick to the method, so when I asked myself what I wanted to achieve in a day that was full of meetings, I ended up telling myself that I wanted to have good meetings with X, Y, and Z.

But that didn’t feel right. It’s like telling the company that your strategy is to be the leader in everything you do. It could be a goal, but it’s a very generic one that says almost nothing in practice.

So I started asking myself what would make these meetings good. I ended up with a list of questions that I answered for every meeting and helped me prepare.

Not only did it clarify what would count as a good meeting, but it also allowed me to navigate there safely. I have numerous examples of meetings that I managed very differently than I originally planned after having gone through this checklist.

 Nowadays I help my clients do the same and prepare for important meetings they need to run – meetings with potential customers, with the board, roadmap presentations, budget decisions, org structure brainstorming sessions, and almost any other topic you can think of. The difference between what they had in mind before and after the preparation session is immense and makes a huge difference in the eventual outcome.

To be an effective leader, meetings are a critical tool you need to master. Here is what you need to address to make each meeting as powerful as it can be in driving you toward your own goals.

Meeting Goal

The first thing you need to clarify to yourself before any meeting is the purpose of the meeting.

Beyond just asking why you want this meeting, classify it further: Is it to make a decision, brainstorm ideas, share information, or synchronize efforts? Each type of meeting demands a different approach and preparation. 

Once you’ve identified the meeting type, define what specific success looks like. For a decision-making meeting, success might be reaching a consensus on a particular issue. For a brainstorming session, it could be generating a certain number of viable ideas. For a status update, it could be alignment on upcoming risks and mitigation tactics.

Whatever the goal, ensure it’s achievable within the allotted time and with the participants present. Setting a clear, realistic goal, will allow you to prepare and lead confidently to your desired outcome.

Meeting Audience

Now that the goal is clear, carefully consider who needs to be present to achieve it. Do you have everyone you need? Are there people who could interfere and are optional?

Specifically, if a decision needs to be made, ensure the relevant decision makers are not only invited but are also planning on showing up.

Once you’ve identified the ideal participants, assess whether they can give you what you want. Do they have the authority? Do they have the willingness? Do they know what they need to know?

If you assume certain background knowledge, do they all have it? If you rely on previous decisions, are they all aware of it?

Address any gaps in the audience attendance and knowledge beforehand to have an effective meeting. If the gaps are too significant, consider adding sessions to close these gaps and create alignment.

Obstacles and Objections

Put yourself in the shoes of your audience and consider: What concerns might they bring to the table? What aspects of your proposal or discussion could make them uncomfortable or hesitant? 

Perhaps there are budget constraints, resource limitations, or strategic misalignments that could become sticking points. Think about the personalities and priorities of the participants – what objections are likely to arise based on their roles or perspectives? Are there any trust issues? These are often overlooked and remain unspoken but are driving simpler, more tangible objections.

Consider external factors (e.g. everyone agrees you should do this, but there is a major constraint that wins this over) or worst-case scenarios that could derail your objectives. By proactively identifying these potential obstacles and objections, you position yourself to address them more effectively. Remember, acknowledging potential issues doesn’t weaken your position; rather, it demonstrates thorough preparation and a realistic approach, which can enhance your credibility and increase the likelihood of a productive meeting.

Mitigation

Once you’ve identified potential obstacles and objections, it’s time to develop strategies to address them proactively. 

Consider what information, assurances, or perspectives you can offer to alleviate concerns and build trust. This might involve presenting data that supports your position, sharing success stories from similar initiatives, or demonstrating how your proposal aligns with broader organizational goals. 

Think creatively about solutions – if budget is an issue, can you propose a phased approach or identify potential cost savings elsewhere? If resources are a concern, consider how you might leverage existing assets or propose innovative collaborations. 

Don’t limit yourself to purely realistic solutions at this stage. Imagine you have a magical fairy granting you unlimited resources or capabilities – what would you ask for? This type of thinking can often uncover the core issues that you need to tackle and lead to innovative approaches you might not have considered otherwise. 

By preparing thoughtful mitigations, you show that you’ve considered the bigger picture and are committed to finding win-win solutions. This preparation not only helps you navigate potential roadblocks during the meeting but also positions you as a strategic thinker who can anticipate and address challenges effectively. Remember, the goal is not just to counter objections, but to transform them into opportunities for collaboration and shared success.

Agenda and Flow

With a clear understanding of your meeting goals, audience needs, potential obstacles, and mitigation strategies, you’re now equipped to craft a purposeful agenda. 

This isn’t merely a list of topics; it’s a strategic roadmap designed to guide your audience towards your desired outcome. Structure your agenda in a logical flow that builds understanding and momentum. Consider starting with context-setting or a brief recap of previous discussions to ensure everyone is on the same page. 

Then, sequence your topics in a way that naturally leads to your main objective. For instance, if you’re seeking approval for a new initiative, you might begin with market analysis, move to potential impact, address concerns, and then present your proposal. 

Be mindful of the emotional journey as well – consider how to build enthusiasm or create a sense of urgency at key points. Allocate time thoughtfully, ensuring crucial topics aren’t rushed and less critical items don’t dominate the discussion. Remember to build in time for questions and discussion, as these often lead to valuable insights and buy-in. 

By crafting a well-structured agenda, you’re not just organizing a meeting; you’re choreographing an experience that guides participants towards your desired conclusion. 

Next, get detailed and write your talking points for each topic. If you need to build a presentation, it’s an easy task now, since your story is already written.

Remember, meetings are a strategic tool you have as a product leader. Take full ownership and lead to the outcomes you want. Luckily, now you know what they are 😉