It’s important to be right at the end of a meeting, not at the beginning. If you embrace that mind-set, you’ll do a lot less talking in meetings, and focus instead on getting others to report facts and air their opinions. I stumbled onto this approach when I first arrived at Honeywell. Realizing I couldn’t trust my board or staff, I became a lot more careful about expressing my opinions up front. Then I realized I was making better decisions because I was allowing for a richer discussion. I proceeded to permanently change how I ran meetings.
Winning Now, Winning Later: How Companies Can Succeed in the Short Term While Investing for the Long Term. HarperCollins Leadership. 2020. p. 24
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