Running a Meeting That Decides
This programme helps you lead meetings that do more than fill time: they produce clear, durable decisions. You'll learn how to define what must be decided before the meeting starts, make the basis for the decision explicit, draw out quieter voices without letting the loudest or most senior dominate, surface the dissent that improves judgement, and keep the conversation focused on the issue at hand. The programme closes with the practical moves that make decisions stick: assigning ownership, setting timing, and avoiding the drift that turns a decision back into an open question. It matters because better meetings don't just feel more efficient — they improve the quality, clarity, and follow-through of team decisions.
You call the team to decide something. The expert in the room will talk for as long as you let him.
Signals
Why it's hard
Most meetings end with a feeling of progress and no decision. Silence gets read as agreement, the most senior voice settles things by default, and a tangent eats the last twenty minutes.
Then someone says "let's take this offline", and the decision leaves the room that was convened to make it.
A meeting that decides needs a clear question, disagreement surfaced while everyone is there, and an outcome with a name and a date on it.
What we look for
Here is an example of some of the Skill Signals that we teach you how to implement and then test for as you progress with this skill
- Setting up
- Running it
- Deciding
You named the decision to be made in your first turn
You brought in a voice that had not spoken
A decision was stated, not implied
A sample of 15 Skill Signals. The assessment also looks for behaviours we don’t list.
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