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

How many meetings have you sat in thinking, "This is a waste. It could’ve been an email or a WA message!" In fact, studies show that 90% of meetings are unproductive because participants come unprepared and unaware of the agenda. To tackle this, Jeff Bezos introduced an interesting approach at Amazon. It's the practice of reading a memo before the meeting starts. Every meeting begins with each attendee sitting silently and reading a six-page, deeply structured memo. As he says, "The memo creates the context for what will then be a structured discussion." Attendees are even encouraged to take notes, and then everyone dives straight into the memo without small talk. I'll admit, I've been guilty of scheduling meetings without a structured agenda, given my line of work. Sometimes it works, and sometimes efficiency takes a back seat. Implementing a memo/agenda system is a change I'm bringing to my schedule. I think it respects the attendees' time and also mine. At the end of the day, time is the most valuable commodity, right? I’m a productivity geek. What other efficiency hacks have you cracked? #work #career #productivity #learning #amazon

Have you ever been in a meeting where: People come, people talk, it ends, you look at each other. And nothing happens? It has happened to me a lot of times. Here’s a framework that works incredibly well, Especially to get the agenda and tasks done. It’s called the WWW framework: → Who → What → When After a meeting is done, draw 3 columns on your whiteboard: → Who → What → When → Every action you have discussed goes in the “what” column. Then ask an open question to your team: “Who will do this first action?” Slowly, you will see people offer themselves for the task. → You can write their name in the “who” section against the task. Then you can carry on by asking them: “By when can you submit the task?” → And their deadline is set in the “when” column. Do this until everyone has been assigned their tasks. Why this works? When you publicly commit to do something with a deadline: → You are 95% more likely to get it done on time. Next time, try this framework & get back to me. Want to elevate your leadership skills? DM me “Growth” and let’s get started.

When I was CPO, I was frustrated that I was never meeting wth the right person or teams at the right time. My calendar was packed. Yet the person or team I needed to talk to was always scheduled for at least three days away. The team needs a decision, but you just had a 1:1 and won't meet your engineering partner for another four days. A controversial Product Review happens on a Thursday afternoon, and there isn’t time to get back together before Tuesday AM. I needed to create an operating cadence throughout the week that maximized productivity. After many years, here are some best practices: ➡️ Start the week with calendar review, emails, and logistics to set up the week well. If you have an admin, meet them then. ➡️ Executive team meeting early on Mondays to triage the weekend and the week. Weekly update meetings with teams on Monday afternoons, after the executive leadership meeting. This allows me to bring context, decisions, and asks from the leadership to the teams immediately. ➡️ Tuesdays are for external and cross-functional meetings. Having these meetings after the team and leadership syncs allows me to bring the latest updates and context to my cross-functional peers and externally. ➡️ Wednesday mornings are for large group decision-making meetings. This gives the team time in the week to prepare and have their pre-meetings. It also allows for any necessary follow-up meetings to happen during the same week. ➡️ Thursday is reserved for 1:1s. These are also the most easily moved if urgent, critical meetings come up from earlier in the week. ➡️ Friday is for interviews and org work. There is almost always at least one interview on Friday, and it’s a good time to think about people and culture. ➡️ Friday afternoon is when pre-reads, weekly updates, and any critical context sharing material are due to be emailed out for the meetings the following week. This ensures everyone who attends has the time to review and prepare. Remember, the intent is to try to create themes that allow you to better prepare for meetings and have the right information. When the week operates on a loose drumbeat, everyone is better able to prepare and have productive conversations. ----- 👋 Hi! I'm Yue. I am a Chief Product and Technology Officer turned Executive Coach. I help women and minority aspiring executives break through to the C-suite. 🚀  🔔 Follow me for more content on coaching, leadership, and career growth.

🌑 Aria spent 8 months building the strategy. Daniel spent ten minutes repeating it, and walked out with the credit, the mandate, and the promotion. Wed. 10 am, 14 executives sat around a polished oak table at ABC Inc. for a High-stakes quarterly review. 👩💻 Aria, Director of Strategy, had been up since 3 a.m., rehearsing her pitch for the firm’s new client retention model. 8 months of research, and the weight of knowing this idea could define her career. She presented it flawlessly: “By shifting from acquisition to lifetime value, we can double retention and cut churn by 18% in the next two quarters.” Silence. Nods. Paper shuffling. The CEO glanced at his phone. The agenda moved on. 🧑💼 10 min. later, Daniel, VP of Sales, leaned back in his chair. “So what if we pivoted to focus on lifetime value instead of acquisition?” He said. The room lit up. “Brilliant!” “Exactly what we need!” “Daniel, can you lead a task force on this?” Aria sat frozen. Heart pounding. Words caught in her throat. Did no one realize? Did no one care? By 12:12pm, Daniel was walking out with a new mandate, and Aria was walking back to her desk, wondering if she’d imagined the entire thing. .... ❌ Women’s contributions are routinely undervalued in meetings. Studies show men are interrupted 33% less, their ideas are credited faster, and they’re more likely to be perceived as “thought leaders” for the same points women already made. As a result: • The women doing the work aren’t the ones remembered for it. • The men remembered for it aren’t the ones who built it. • And why companies keep losing the very women who could transform them.    💡Here’s 3 ways to make sure your ideas stick to your name and no one else’s. 𝟭. 𝗣𝗿𝗲-𝗰𝗹𝗮𝗶𝗺 𝘆𝗼𝘂𝗿 𝗶𝗱𝗲𝗮 𝗯𝗲𝗳𝗼𝗿𝗲 𝘁𝗵𝗲 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 • Send a pre-read to key stakeholders: “Looking forward to sharing my proposal on shifting retention strategy to lifetime value metrics in today’s review.” • It creates a paper trail and primes the room to connect the idea to you before anyone else repeats it.    𝟮. 𝗖𝗼-𝘀𝗶𝗴𝗻 𝘆𝗼𝘂𝗿 𝗼𝘄𝗻 𝗰𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻 𝗶𝗻 𝗿𝗲𝗮𝗹 𝘁𝗶𝗺𝗲 • If someone repeats your idea, bridge back to yourself w/o confrontation: “Yes, building on what I shared earlier about lifetime value…” • Subtle, but it reframes the narrative: you introduced it, they added color.    𝟯. 𝗕𝘂𝗶𝗹𝗱 𝗯𝗮𝗰𝗸𝗰𝗵𝗮𝗻𝗻𝗲𝗹 𝗮𝗺𝗽𝗹𝗶𝗳𝗶𝗲𝗿𝘀 • Brief allies in advance and agree to amplify each other’s points: “As Aria mentioned earlier, her retention model could cut churn by 18%.” • This doubles down your voice so it’s impossible to steal 👇 If you want to stop being the ghostwriter of other people’s success stories and start being recognized as the architect of your own, join the waitlist of our next cohort of ⭐ From Hidden Talent to Visible Leaders ⭐ https://lnkd.in/gx7CpGGR 👊 Because being the smartest person in the room means nothing if nobody remembers you said it first.

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.

How I run sales meetings that lead to next steps 90% of the time. Running a successful sales meeting involves clear communication before, during, and after. Often, attendees aren't sure what to expect, so we have to make sure to set the tone before the call even happens. So I send an agenda 24 hours prior to the call and include the following. • What topics will be discussed • Questions to answer beforehand • Use cases if applicable Also, make sure to do some research about the company so you have context. No one likes an unprepared sales rep. During the call immediately set expectations. • Ask if they have a hard-stop • Refer back to the email to set the agenda for the call • Mention that you did some research and tell them what you found Be an active listener and ask deep discovery questions to uncover pain. As the call wraps up, make sure to leave 7-9 minutes to guide them through the next steps. Here is an example: "Typically, when we see a problem like this, we would most likely include (x person) and (y person) on the next call to discuss how we help in that area. Would Thursday at 10am EST work for you?" I book these meetings directly from Calendly's browser extension while still on the call because it's quick, smooth, and instant. Calendar invites are sent before we end the call so you remove the possibility of being ghosted after. We still have work to do after you nail down the next steps. We ain't done yet. Send a summary email, not to do more selling but to recap for accountability. • What their main goals/priorities are • Timeline • Next steps When you have a system to run better meetings, it leads to great results. P.S. Do you agree with this framework? #BetterMeetings

Too many reps are still winging their meetings. They show up. They talk too much. They forget to follow up. And then they wonder why deals stall. The top reps I’ve trained over the years all have one thing in common: They don’t just HAVE better meetings, they RUN better meetings. Here’s what they do differently: • They send a shared agenda before every call • They follow the 40/40/20 structure to guide the conversation - 40% Discovery (focused on impact) - 40% Value Alignment (From the executives priorities down) - 20% Next Steps (dates, owners, action items) • They send summary emails with key take-aways and get the client to confirm it • They use tools like Otter.ai to automate the admin and focus on selling The best part? You can steal these frameworks for free. This is the Sales Conversation Playbook I built with Otter.ai: https://lnkd.in/eKxVwep4 It’s short, tactical, and loaded with tools you can use right now to increase conversion. Meetings don’t move deals. Clear next steps do. Use some of the tips and tools in this workbook to run your next call and let me know if it makes a difference. #MakeItHappen #MeetingExecution #sponsor #Discovery

How you receive feedback Determines how successful you become (in career and life). 4 proven tips to help you gracefully accept the gift of feedback: 1/ Listen actively Why: By approaching feedback with curiosity, you show a willingness to listen to understand (vs. to respond) the other person's perspective. How: Maintain eye contact, nod to acknowledge understanding, and wait until the person has finished speaking before responding. Remember, listening doesn't mean you agree with everything. "Thank you for sharing your thoughts on my presentation. I'm curious to learn more. Can you elaborate on the areas you think need improvement and what advice you have on how I can approach these differently?" 2/ Seek diverse perspectives Why: Asking for feedback from different people gives you a clearer picture of what you’re doing well and where you can improve. Plus, it helps you spot patterns in how others see your work. How: After receiving feedback on risk management from one person, reach out to others for additional perspective. "I'm looking to improve the quality of my risk management and reporting within my program. Do you have any advice for me in this area? Your input will help me de-risk execution and provide more accurate representation to stakeholders." 3/ Take time to process and reflect Why: Feedback can sting at first contact. Taking time to process it helps you manage your emotional response and consider it objectively. You can then identify key takeaways and develop a plan for implementing changes. How: "I appreciate your feedback on my communication style. I want to take some time to reflect on your suggestions and consider how to incorporate them into my interactions with the team. Can we schedule a follow-up meeting to discuss my action plan next week?" 4/ Express gratitude and close the loop Why: Expressing gratitude shows that you value the person's time and effort in providing feedback. Following up proves you’re serious about improving. How: "Thank you for sharing your feedback on my project estimations. Your input on factoring dependency review timelines has given me valuable perspective. Attached is the revised proposal based on your suggestions. I welcome any additional feedback you may have." PS: Feedback is not all-or-nothing. Even if you don't agree with everything, there's usually something valuable to take away. PPS: How gracefully you handle feedback directly correlates with whether others will give it to you (again). Image Credit: Roberto Ferraro

𝗛𝗼𝘄 𝘁𝗼 𝗕𝗿𝗲𝗮𝗸 𝗗𝗼𝘄𝗻 𝗦𝗶𝗹𝗼𝘀 𝗶𝗻 𝗠𝗲𝗱𝗧𝗲𝗰𝗵 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁: (𝗖𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗰𝗿𝗼𝘀𝘀-𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗵𝗮𝗿𝗺𝗼𝗻𝘆 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝘁𝗵𝗲 𝗵𝗲𝗮𝗱𝗮𝗰𝗵𝗲𝘀) Ever notice how Quality, R&D, Regulatory and Marketing teams seem to speak completely different languages? This disconnect isn't just frustrating, it's costing your medical device company time, money, and potentially regulatory approval In my personal experience, I've seen how departmental friction can derail even the most promising innovations 𝗧𝗵𝗲 𝗥𝗲𝗮𝗹 𝗖𝗼𝘀𝘁 𝗼𝗳 𝗦𝗶𝗹𝗼𝘀 👉 Delayed submissions and market entry 👉 Regulatory surprises late in development 👉 Documentation rework and compliance gaps 👉 Increased development costs 👉 Team frustration and burnout Here's how to create seamless collaboration across your MedTech organization: 𝗦𝘁𝗲𝗽 𝟭: 𝗘𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵 𝗖𝗿𝗼𝘀𝘀-𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 Create a development council with representatives from Quality, Regulatory, R&D, Manufacturing, Marketing and Clinical. Meet bi-weekly with a structured agenda (top tip keep the minutes to use towards management reviews). 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: A Class II device manufacturer implemented this model and reduced their development timeline by 30%, if not more, by identifying regulatory concerns during concept phase rather than pre-submission. 𝗦𝘁𝗲𝗽 𝟮: 𝗜𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁 𝗦𝘁𝗮𝗴𝗲-𝗚𝗮𝘁𝗲 𝗥𝗲𝘃𝗶𝗲𝘄𝘀 𝘄𝗶𝘁𝗵 𝗔𝗹𝗹 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿𝘀 Don't move to the next development phase without formal sign-off from every department. This prevents costly backtracking 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: During a stage-gate review (Design Review), a clinical specialist identified that the intended claims presented by the regulatory team would require further clinical data. By catching this early, the company adjusted their development plan rather than facing a surprise 6-month+ delay come submission time 𝗦𝘁𝗲𝗽 𝟯: 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝗦𝗵𝗮𝗿𝗲𝗱 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗟𝗮𝗻𝗴𝘂𝗮𝗴𝗲 Develop a glossary of terms that bridges departmental jargon. This prevents miscommunication that leads to rework. 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: One client I worked with created a “MedTech Translation Guide” with input from each department. Not only did it reduce confusion, but it also built mutual respect engineers finally understood what the regulatory team meant by “intended use” and marketers stopped using terms that could trigger a knock on the door by Competent Authorities 𝗧𝗵𝗲 𝗕𝗼𝘁𝘁𝗼𝗺 𝗟𝗶𝗻𝗲? When this is done right, it accelerates development, strengthens compliance, and builds a more engaged team ✅ Faster to market ✅ Fewer compliance surprises ✅ Less internal friction If you're building your next-gen device and struggling with internal disconnects, it’s time to rethink how your teams work 𝘵𝘰𝘨𝘦𝘵𝘩𝘦𝘳 💬 I'd love to hear: How does your team keep cross-functional collaboration on track? #MedTech  #MedicalDevice #ProductDevelopment