2. How to run a great meeting.
Peter F. DiGiammarino
Copyright 2017 IntelliVen, LLC and Peter F. DiGiammarino.
All rights reserved. Quotation, reproduction or transmission is prohibited without written permission from IntelliVen, LLC and Peter F. DiGiammarino

3. Every meeting has three parts
Ramp-Up
Collect data
Survey/interview stakeholders
Collect case studies
Follow-Up
Set goals and performance
metrics
Communicate actions, decisions &
insights
Track and report on progress &
status
Plan-Do-Review
Plan next meeting
Meet
Owner
Item leaders
Recorder
Facilitator
Attendees •
Assign advance reading
Prepare: Purpose, Outcomes,
Approach, Deliverables
Review prepared
materials with
agenda item
owners
Assign
attendees
meeting
roles &
tasks
Ramp-Up: Planning and meeting preparation.
Meet: The meeting itself from beginning (top) to end (bottom).
Follow-Up: What happens afterward as a result of having had the meeting.
Run time: 2:30-3:00
TIME

4. The graphic suggests an endless series of recurring meetings such as:
A series of strategically scheduled Review Meetings keeps things on track.
Much can be accomplished in between regularly held meetings.
Any series of meetings, with excellent preparation, facilitation, and follow-through, can be an effective way to make progress on a specific agenda.
The graphic suggests an endless series of recurring meetings such as:
Initiative Reviews, Managers Meetings, Account reviews, Policy Committee Meetings, All Hands Meetings, Project Reviews, One-on-One Sessions, etc.

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Thank you.
Q&A
Peter  asks Ray a question: So Ray, you’ve worked in some small companies and some very big companies. What do you think is the same and different in how they approach services sales?
A: Big companies have advantages in terms of being able to bring a wider range of capabilities so they often focus on how can we sell every offering to every big client. That is usually the right strategy for them. But just because a big company has done something really well somewhere does not always mean they can bring the right resources and skills to bear every account. Small companies are naturally more agile and they need to be very focused and passionate about what they do and make sure they communicate that. In addition to being passionate, small companies need to be equally focused on what they don’t do and be as specific and clear with clients about that. For small companies, it’s about getting clear. What are the few things they are great at, the few accounts they are going to be serious about, and the sales strategy they are going to live or die by. There is always room for great small companies but you can’t be great if you are not really clear about what you are going to be great at.
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