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It's easy to let even a simple meeting get out of hand. Maintaining control is important; the room can sense when you are flustered, you easily forget your train of thought and control over the outcome.

I used some of the following techniques to maintain control over the meeting and bring the team back to a successful conclusion:

 

Slow It Down

It is common to increase your speech when you are nervous. To truly connect with your audience, you must slow down instead and control the speed of the discussion.

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We’ve all known the bosses who act like children when they get bad news, face a crisis, or perceive a bureaucratic slight. Some are screamers. Some are whiners. Some just go “into the bunker” and won't talk to anyone at all. How do you deal with a childish boss?

 

“When your boss is having a tantrum, he is ‘going grasshopper.’ The grasshopper is like a toddler—he wants what he wants and he wants it now. Because the grasshopper is in charge of short-term survival, his primary responses are as basic as freeze, flight, and fight. That is why you get the withdrawal, whining, and screaming from your boss.”

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I call this the Head & Shoulders rule: Most of the time in business you don't get a second chance to make a first impression. Yet this simple fact of life is by no means as obvious and well-understood as it should be. Since we're talking here about "real life," in which there are no second acts, rehearsals, or do-overs, it's critical to make sure that the first impression people have of you and your business is at least favorable--and, ideally, fabulous.

 

We're designed by nature to make lightning-fast decisions; it's an outgrowth of our earliest "fight or flight" instincts that were developed for self-preservation (to keep the animals we encountered from eating us).

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Consider the recent article, “Why Strategy Execution Unravels — and What to Do About It“ by Donald Sull, Rebecca Homkes, and Charles Sull, in the March 2015 issue of HBR.  Articles like this are well meaning and all set out to overcome the shortfalls of “execution.” But they all fail, including this one, and for the same reason: you can’t prescribe a fix for something that you can’t describe. And no one can describe “strategy execution” in a way that does not conflict with “strategy.”

 

Blaming poor execution for the failure of your “brilliant” strategy is a part of what I’ve termed “The Execution Trap” — how “brilliant” can your strategy really be if it wasn’t implementable?

 

 

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Toxic people are everywhere, and most of us know at least one or two. We may live with them, work with them, lead them, or know them socially. And if you've ever spent time with truly toxic people, you already know how destructive and exhausting they can be.

 

Just as with any kind of toxin, you need to limit your exposure and keep yourself protected. But a critical first step is to recognize when a person is toxic. Unfortunately, toxic people don't come with a warning label--but there are things you can look for.

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Here’s your ‘buzzword bingo’ card for the meeting,” Wally says to Dilbert, handing him a piece of paper. “If the boss uses a buzzword on your card, you check it off. The objective is to fill a row.”

They go to the meeting, where their pointy-haired boss presides. “You’re all very attentive today,” he observes. “My proactive leadership must be working!”

 

“Bingo, sir,” says Wally.

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