Effective Meeting Practices

Back from Brussels, where talks with EU leaders focused on one thing – how to keep Europe competitive in an increasingly complex world. There’s a clear sense of urgency – and at the same time, a willingness to act. What stood out to me was the broad agreement on some key points: 1️⃣ Europe must remain attractive for industrial investment. That means speeding up permitting, simplifying regulation, and making funding tools work for real projects on the ground – not just in policy papers. 2️⃣ We need to strengthen transatlantic ties without slipping into a tariff race. The conversation should be about industrial cooperation, not confrontation. Tariffs and retaliatory measures won’t make us more resilient – but coordinated action might. 3️⃣ On China, the challenge is to rebalance, not to decouple. The goal must be to reduce risk without cutting ourselves off from vital trade and global innovation. 4️⃣ Europe also needs a more strategic approach to how it supports its partners abroad. Finance aid should go hand in hand with industrial cooperation – especially in sectors like energy and infrastructure. 5️⃣ And finally, we need to make Europe easier to build in. That means aligning rules with impact and simplifying regulation around hydrogen, grid procurement, and offshore wind. This will require a stronger Clean Industrial Deal with more targeted investment. As a company with deep roots in Europe – 65,000 people working across the EU – we at Siemens Energy are continuing to invest: in technology and talent. In order to maintain this momentum, we need a policy environment that matches the scale and ambition of Europe’s industrial potential. Thank you President Ursula von der Leyen, President Roberta Metsola, Executive Vice-President Stéphane Séjourné, and the representatives from the Directorate-General for Trade for the valuable exchange. 📸: Dati Bendo

The thing I've found most helpful in contract negotiation meetings came from my first job ever - telefundraising. As an introvert, cold calling was a nightmare. But it was tolerable because they'd give us a little folder with scripts that we could use whenever we faced objections.   In case it helps, here are some of the scripts that I use to deal with common situations in negotiation meetings:   1️⃣ It's not clear what the other party's true concerns are "Let's step away from the drafting for a second. Are there any specific concerns that you have? If so, we can try and address those issues." 2️⃣ The discussion is getting sidetracked by ancillary issues "These are good points but I'm just mindful of the time we have for this meeting. Can we get through the core issues first and come back to these afterwards?" 3️⃣ When I don't have an immediate answer "That's a good question. I don't have the answer right now so let me take this one away and I'll get back to you after the meeting." 4️⃣ There's a deadlock on a point "I don't think we're making much progress on this in isolation. If we are able to get closer to your position on this, would you be willing to move closer to us on [another point]?" 5️⃣ The other party makes an unreasonable demand "I understand where you're coming from, but that particular solution doesn't work for us. Can we run through some alternatives that we think might work for both of us?" 6️⃣ The other party seems to be wrong about a point "There might be some misunderstanding on this. Could you please show us how you think this mechanism works and then we'll explain how we see it working?" 7️⃣ Something in the contract doesn't seem like it'd work in real life "I'm not sure the drafting is right in this clause. Can we please walk through how you picture this process working in practice?" What's your approach to contract negotiations? Do you have any scripts that you use? ------------ Btw, if you're a junior lawyer looking for practical career advice - check out the free how-to guides on my website. You can also stay updated by sending a connection / follow. #lawyers #contractnegotiation #lawstudents #legalprofession

My meetings in Brussels this week made one thing clear: There is a shared understanding that decarbonisation and competitiveness must go hand in hand. It is now time to translate ambition into action.   Our single market is both an advantage and an attraction. That’s why we must integrate, not fragment. Let’s build on this with clear and pragmatic policies that foster a stable investment environment. For this, it is essential to:   ▪️ Cut carbon where it’s most cost-effective, prioritising by abatement costs: The EU ETS is and should remain the gold standard for efficient decarbonisation, but free allocation must be extended. ▪️ Strengthen security of supply: Europe’s electricity market design works well and should be retained, but additional elements such as capacity mechanisms are necessary to ensure a secure base level of electricity supply. For improved integration across Europe, we also need to expand interconnector capacity. ▪️ Protect and develop industry: The global playing field is far from level. In the absence of a level playing field, we must protect our economic interests by supporting strategically important industries. Developing European supply chains for clean technologies is also vital to minimise import dependency.   Now, acting quickly and strategically is the way to succeed in a world that will not wait for us to resolve every point of debate.   Many thanks for the good exchange, and special thanks to Dr. Tobias Rammel for the excellent organisation.

The discussions from an interactive strategy day are often some of the best insights. 🤓 Today I had the opportunity to run a clear legal communication session with a group of 50 in-house lawyers, and here are some of my takeaways... 👩🏼🎨 Lawyers are surprisingly good at visual communication, if you give them a chance! Many lawyers assume their expertise is words over visuals, yet within just three minutes, 50 lawyers created ~250 icons to represent legal concepts. This iconstorming exercise shows lawyers can think visually yet they often don't get the opportunity in their day-to-day work. It was exciting to see so many participants plan to incorporate some visuals into their legal work going forward. 🗓️🚦Scheduling communication for green zones is almost as important as how you craft that communication I shared Susan Gillis Chapman’s Mindful Communication framework (Red, Orange, and Green Lights) and we had some lightbulb moments about how timing affects clarity. Writing emails when stressed, distracted, or hungry often leads to unclear or abrupt messages that don’t land well. Scheduling back-to-back meetings on completely different topics can leave you mentally jumping between contexts, making it harder to communicate thoughtfully. Carving out time for green zone communication is a secret weapon for clarity and general well being! 💎 Every team has hidden communication ‘hacks’ As we explored ways to improve communication, we discovered that many team members had already developed brilliant, small-scale solutions, such as: > Creating canned email templates for FAQs to the legal team. > Always using a one-line summary at the top of emails to summarise the message or advice. > Debating whether email pleasantries (e.g. "Hope you're having a great week!") were useful or unnecessary fluff... (We voted... 60% in favour of keeping them!) Legal teams already innovate in their communication, they just don’t always get the chance to share those ideas or tools. Encouraging knowledge-sharing around communication strategies can have an immediate, positive impact. 🎯 Big takeaway This legal team isn’t just drafting contracts or giving legal opinions. This team are high-level business advisors who are refining their communication strategies to drive clarity, alignment, and strategic action.   The best legal teams don’t just know the law, they ensure their expertise is heard, understood, and acted upon.   According to the Association of Corporate Counsel Australia x Taylor Root 2024 In House Trends Report, "Communication / Listening" is a focus item of capability. Looking over the list of training items (see the attached image), I can see clear communication as a powerful multiplier skill that can help with many of the other strategic and tactical aspects modern in house lawyering. So.... is communication training a focus for your legal team? #clearcommunication #contractdesign #legaltraining #legalinnovation

We don't prepare for effective meetings. But we can save time and boost outcomes with one rule. Here's how: Early in my career, I noticed meetings were often unproductive. 50% of the time was wasted without a clear agenda. So, I started using a 6-step formula to run meetings. 1. Prepare a Clear Agenda ↳ Create and distribute it in advance ↳ Include key topics: progress updates, challenges, tasks, decisions ↳ Set clear objectives for the meeting 2. Focus on Key Updates and Issues ↳ Start by reviewing action items from the previous meeting ↳ Have team members provide brief updates on their tasks and progress ↳ Discuss any roadblocks, challenges, or risks ↳ Prioritize the most important items for discussion 3. Encourage Participation ↳ Actively engage all team members to share updates and insights ↳ Allow time for problem-solving and brainstorming solutions 4. Manage Time Effectively ↳ Stick to the scheduled time for each agenda item ↳ Keep the meeting focused and on-track ↳ Consider setting a time limit for individual updates 5. Document Outcomes and Next Steps ↳ Assign clear action items and owners for follow-up tasks ↳ Summarize key decisions made and next steps ↳ Share meeting minutes/notes with all attendees afterward 6. Follow Up on Action Items ↳ Track commitments and hold people accountable. ↳ Ensure decisions are acted upon to maintain momentum Save this meeting rule: clear agenda → effective outcomes. Implement like a pro → Run meetings like a boss

I spent 2.5 hours prepping for a single meeting today Here's why 'obsessive meeting prep' is worth every minute: Remote teams need anchors. Our weekly standup is the only time we ALL come together. Great meeting? We're off to a flyer week. Poor meeting? Everyone's stuck & lost & unmotivated. A few principles I've learned along the way... 1. have you done your homework? - pre-work is a *multiplier* - agenda goes out 24h in advance - everyone completes the standup doc before we meet - no surprises = maximum impact 2. who owns it? - I'm ultimately responsible for the standup - clear accountability = better outcomes - every task + decision + project gets assigned an owner (organized on Notion, ofc!) - no room for "someone should..." 3. are we still solving the right problems? - what worked 3 months ago might not work now - weekly pulse check: is this meeting serving its purpose? - adapt or die (dramatic, but true in startup world!) - kill what's not working, double down on what is 4. how might we be more transparent? - share ALL key metrics (from partnerships to sales to revenue to subscriber growth) - everyone sees the FULL picture: • what's crushing it • what's struggling • what needs attention - transparency breeds ownership - and ownership breeds a bias for action 5. have we made enough time for reflection? - our "done" list is sacred - startups move so fast, it's easy to skip the progress for the 'next' thing - but momentum + morale is built in reflecting - make space to say "WOOOOOOW, we did that!" Somewhere along the way it feels like 'meetings for meetings-sake' became the norm. But I'm here for the obsessive meeting: one that's prepped, thoughtful, respectful of everyone's time (and screentime!) and yes, ultimately productive. What do you think? How many hours a day do you spend in meetings? How strong are they? Lets swap notes? What's your fave meeting principles? See ya soon Emily, Ece, Lindsey, Nikita!! PS: I left 'get the uncontrollable giggling out of everyone's system in the first 3 mins so we can settle in and focus 😉 ♻️ repost to advocate for more thoughtful meetings

My NUMBER 1️⃣ tactic in litigation that has been successful for over 24 years - & what stops clients from using it!!! I began my legal training, after my degree & law school, in the late 1990s. Regulations have changed, cases come and go. There is one very simple constant that ends disputes in the BEST way... ❌️ It is not a trial ❌️ It is not a clever application ❌️ It is not brilliant preparation ❌️ It is not endless Solicitors letters ✔️ It IS talking. A well timed - that's the key - invitation to SOME form of alternate dispute resolution (ADR) can unlock even the most highly charged dispute. But why do clients refuse to make this invitation? Or refuse to accept one? Simple - the reasons usually revolve around (i) emotion or (ii) hubris. People have to be ready... and part of that takes time, and part of that is helped by realising the commercial risk. You have to time It. You have to adjust your client's position to the top of the timing curve - get the detail done, do your homework, spell out the allegations, let the opponent see what is at stake - what your client is willing to risk - what that will cost the opponent, and how strong your case is, how difficult it will be for the opponent... but the door is open to a settlement, and what the advantages are, the more the merrier. An ill timed invitation will cost your client and increase risk. Too soon and you're desperate, poorly funded, not serious. Ripe to be ignored, or exploited. Too late... we have passed the point of no return. There are then several different ways to go in terms of what type of ADR to employ. A skilled lawyer will be expert in selecting the route that is most appropriate taking into account timing, cost and prospects of success. Common types 🗣It can be as simple as lawyers talking on the phone or exchanging offers by letter / email. 🗣a meeting between lawyers and clients (often called a 'round table' meeting) 🗣an independent expert determination - great for technical disputes 🗣an arbitration, or adjudication - separate detailed processes as alternatives to the court process. Usually not selected by choice, often mandated in the contract / sector 🗣a mediation where an external mediator facilitates negotiations, virtually or in person. Talk is cheap. Talking at the right time... invaluable. I am proud to be recognised as one of only two 'Leading Lawyers' in my region by the Legal 500, the Who's Who of law. I'm part of the wider Tier Two litigation team at Wilson Browne Solicitors helping clients from all over England and Wales resolve their property, business, shareholder, partnership, contract disputes - and much more. The first chat is free... krogers@wilsonbrowne.co.uk #disputeresolution #legaladvice #adr

“I’m working on it. No blockers.” My go-to standup update when I first joined as a new engineer 😅 I thought I was being efficient. Turns out… I was being vague. And the result? 🌀 Follow-up questions from my team 🌀 Too much technical detail when it wasn’t needed 🌀 Feeling clueless when I had questions, but didn’t know who to ask 🌀 And worst of all, coming across as less confident than I actually was Looking back, I wish someone had told me: Standup isn’t a status dump. It’s a chance to show progress, ask for help, and get aligned. What helped me get better? ✔ Listening to how experienced teammates shared updates ✔ Separating technical deep-dives for 1:1s or dev-only chats ✔ Asking specific questions, to the right people ✔ Sharing blockers early instead of silently struggling Now my standup updates sound more like: 🧠 What I did 🔍 What I’m doing 🚧 What I’m blocked on (and who I’m syncing with) And surprise: I started getting better help, faster feedback, and more visibility for my work. If you’re new and feel awkward during standups, you’re not alone. But this is your space to be seen, supported, and unblocked. ✨ Take a couple of minutes before standup. Think through what your team needs to know. Then speak up. You’ve got this. 💬 What’s the most awkward or funny standup moment you’ve had? 🔔 Follow me for more insights you won’t find in tutorials. #SoftwareEngineer #StandupTips #EarlyCareer #DevLife #EngineeringGrowth

For many CAEs, whether they are new to the role, managing smaller teams, or allocating significant resources on #SOX, the risk of developing a simplistic audit plan is a common challenge. Typically, a CAE’s audit planning process involves conducting a risk assessment once or twice a year, identifying 10 to 20 high-risk projects, gathering 2 to 4 management requests, and completing a portion of these projects. While widely practiced, this process often keeps #InternalAudit teams at a surface-level understanding of their organizations, focusing on compliance-driven tasks rather than identifying and addressing unique business risks. There is, however, a process CAEs can use to improve their audit plans and deepen their understanding of the business. This practice, known as “risk-sensing meetings,” involves structured, ongoing dialogue with key stakeholders across the organization. For a team of ten, this can entail a CAE and three direct reports meeting 6-8 senior leaders each bi-monthly. Initially, these meetings provide updates on relevant audit activities while building relationships with executives. Over time, executives begin offering feedback on the Internal Audit team's analysis—drawing from external research, business activities, and company data trends. As trust grows, business leaders share their concerns more openly. Larger teams can adapt this approach to include more business leaders while maintaining the same goals. Regardless of team size, this process consumes less than 10% of Internal Audit's time. The benefits of risk-sensing meetings are significant. By maintaining ongoing dialogue, Internal Audit teams gain real-time insights into the organization’s business, uncover emerging risks, identify opportunities, and build stronger relationships. This enables them to shift from process-driven audits—such as AP or T&E—to more targeted, impactful projects, like evaluating risks associated with new product rollouts or addressing contingent worker onboarding challenges in a specific region. These targeted projects, combined with insights from risk-sensing meetings, allow Internal Audit to engage in more meaningful conversations with business leaders, making the meetings increasingly valuable. As these meetings progress, business leaders become more invested and participate more actively. This creates a virtuous cycle: deeper insights lead to better audit planning, enhancing Internal Audit’s value to the organization. For those looking to cultivate a deeper understanding of their business, develop more relevant audit plans, and elevate their team’s reputation, risk-sensing meetings are a critical practice. I’ll be sharing more insights about this process on LinkedIn and in my newsletter in the coming weeks. We’ll also explore detailed "how-to" approaches to this topic in the Internal Audit Collective. James Wilson, Jr. Joseph Earl Toby DeRoche #EnablingPositiveChange

Risk management shouldn't just be a slide in your deck You need to use it or you'll lose it. While most projects mention risk management, Few projects actually USE it. It's pretty easy to build a risk register, check the box off on a kickoff deck, and move on. But it shouldn't just be for show. It should be a living, breathing tool. Because when risks turn to reality, you're gonna need it. Reactive teams scramble. Proactive teams execute. Here's how to make risk management actually work: ☝ Make risks part of every status update If the only time you talk about risks is at the start of the project, you're already behind. Bring up risks in weekly touchpoints. Track how they're evolving. Make mitigation part of normal discussions. ✌ Assign owners, not just awareness A risk with no owner is a problem waiting to explode. Every major risk should have a clear owner. They're responsible for monitoring it and executing mitigation strategies so it doesn't derail the project. 🤟 Plan responses before you need them "Hope for the best, plan for the worst" isn't a plan. If a critical vendor misses a deadline, do you have a backup? If a key stakeholder drops off, who steps in? Pre-planned responses mean fewer delays and fewer fire drills. Risk management isn't a one-time exercise. It's a project discipline. PMs who get ahead of risks don't just keep their projects on track. They build credibility, trust, and get bigger assignments. 🤙