The seat next to you
Recently, I joined a strategy meeting as an outside observer. The company was considering a decision that would influence an important part of its future.
An engineer sat next to me. He had been with the company for four years and knew one part of the business particularly well.
Before the meeting began, I asked him:
“If you were responsible for the outcome of this meeting, what would you do?”
He paused.
“To be very honest, I’m not really sure what the expected outcome of this meeting is.”
The company had invited someone with valuable expertise into the discussion. He did not have enough context to know how to contribute.
Senior leaders often enter important meetings with weeks or months of context. They understand how the discussion developed and what the group needs to decide.
Someone invited for their expertise may arrive with far less context. They have to figure out the purpose of the discussion and where their knowledge can contribute.
By then, the conversation may have moved on.
I asked the engineer what would have helped him prepare.
He wanted to know what the group was trying to decide and why his perspective was needed. He also wanted to understand his role in the discussion and whether he could have shared his perspective beforehand.
Inviting the right expertise into the room and preparing people to use it go together.
An agenda tells people what will be discussed. Context helps them understand what they should bring to the discussion.
The Pebble
When you invite someone into an important meeting for their expertise, prepare them to use it.
Give them the context behind the decision and explain why you need their perspective. Let them know what you want them thinking about before they walk into the room.
The Ripple
Look at an upcoming decision that depends on expertise from across the business.
Before the meeting, give the people you’ve invited the context they need to contribute. Ask what they see before the discussion begins.
Their perspective may change how you approach the meeting.
The Question
Who has knowledge your next decision depends on, and what do they need to know before they walk into the room?
Safety Diamond™ dimension: Intellectual
