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Page 127
a few minutes' detour, having an agenda will give others a little peace of mind that the meeting is going somewhere.
Tip 359: Start with the most important idea or issue and work backward.
There's a great temptation to begin with the routine mattersthe FYI items. But the all-too-frequent problem is that when you save the most controversial and important item until the last, you run out of time. Maybe a Freudian move?
Tip 360: Select attendees carefully.
Use the following checklist: Who can provide necessary expert advice? Who will support your cause? Who will oppose your cause? Who will sabotage the project if they don't "get in on the ground floor"? Whose commitment do you need to "make it happen"? There's your guest list.
Tip 361: Own the setting.
If you plan a clandestine affair, go for a dark bar with soft music. If you want an energized group, go for a well-lit poolside table. If you want an informal chitchat session, try somebody's office. If you want an equal, on-target exchange, look for a conference table in neutral territory. If you want authority and a no-nonsense atmosphere, schedule the boardroom. If you want to play host-and-guest, provide coffee or snacks in a parlor. Whatever your choice and purpose, if you're in charge, be comfortable with and "own" the surroundings.
Tip 362: Stay out in front if you intend to lead.
Nothing frustrates more meeting attendees than having a supposed leader who doesn't lead. State your role at the beginning and what authority the group will have. Do you intend simply to facilitate a discussion? Will you let them set the process and agenda? Do you intend to tell them how you will discuss each idea and come to decisionconsensus or vote? Do you intend to have the final say or will the group have authority to make the final decision? Are you going to keep the discussion moving or abdicate that responsibility to others randomly? Are you going to be a silent observer on each idea or do you plan to put in your two cents worth? Are you strong enough

 
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