How to Show Leadership in Meetings

The most underleveraged growth hack in any company is this: How the leadership team runs their meetingsMost leaders sit through 8–10 meetings a week and walk away with updates, opinions, and half-decisions. Rarely do they leave with clarity, momentum, or measurable action. I coach CEOs to treat meetings like product sprints—designed, tested, and optimized—because your meeting hygiene is a direct reflection of your company culture and strategic thinking. Let’s deconstruct how elite CEOs run meetings that move billion-dollar machines—so you can apply it to your 5-person team or your 5,000-person org. 1. Start with first principles. (Jensen Huang – NVIDIA) Before any ideation, ask: “What do we know for sure? What’s just noise or assumption?” When you strip discussions down to evidence and truths, you avoid solving the wrong problem with brilliant ideas. Clarity before creativity. Always. 2. Cap meetings at 30 minutes. (Tim Cook – Apple) Every minute over 30 without a decision-maker in the room is a tax on productivity. If there’s no owner or desired outcome → cancel it or convert it to async. Time is your highest-leverage resource. Use meetings to compress decisions—not stretch them. 3. Put the customer in the room. (Lisa Su – AMD) Start every meeting by grounding the discussion in a user story, customer tension, or market shift. Every strategic choice should begin with the end user—not internal politics. If you’re not customer-driven, you’re ego-driven. There’s no in-between. 4. Anchor every discussion to one metric. (Safra Catz – Oracle) Great meetings aren’t just about ideas—they’re about impact. So start with: “What are we trying to move?” This turns vague alignment into concrete execution. 5. Always end with a 48-hour action lock. (Sundar Pichai – Google) No meeting is done until: -One person owns the next step -The deliverable is clearly defined -A timeline under 48 hours is locked Momentum dies in ambiguity. Good leaders close meetings. Great leaders create follow-through. 6. Listen like a leader, not a judge. (Satya Nadella – Microsoft) The smartest person in the room doesn’t speak first—they synthesize. Paraphrase what you heard. Ask questions that deepen thought. Cut with clarity. You don’t earn trust by having answers. You earn it by making people feel heard and guided, not managed. If your meetings feel heavy, it’s a culture issue. If they feel aimless, it’s a clarity issue. Either way—it’s a leadership issue. #CEOHabits #LeadershipSystems #StrategicExecution #MeetingMastery #CeoCoach #HighPerformanceLeadership #TimeLeverage #OrganizationalDesign

Ever notice how some leaders seem to have a sixth sense for meeting dynamics while others plow through their agenda oblivious to glazed eyes, side conversations, or everyone needing several "bio breaks" over the course of an hour? Research tells us executives consider 67% of virtual meetings failures, and a staggering 92% of employees admit to multitasking during meetings. After facilitating hundreds of in-person, virtual, and hybrid sessions, I've developed my "6 E's Framework" to transform the abstract concept of "reading the room" into concrete skills anyone can master. (This is exactly what I teach leaders and teams who want to dramatically improve their meeting and presentation effectiveness.) Here's what to look for and what to do: 1. Eye Contact: Notice where people are looking (or not looking). Are they making eye contact with you or staring at their devices? Position yourself strategically, be inclusive with your gaze, and respectfully acknowledge what you observe: "I notice several people checking watches, so I'll pick up the pace." 2. Energy: Feel the vibe - is it friendly, tense, distracted? Conduct quick energy check-ins ("On a scale of 1-10, what's your energy right now?"), pivot to more engaging topics when needed, and don't hesitate to amplify your own energy through voice modulation and expressive gestures. 3. Expectations: Regularly check if you're delivering what people expected. Start with clear objectives, check in throughout ("Am I addressing what you hoped we'd cover?"), and make progress visible by acknowledging completed agenda items. 4. Extraneous Activities: What are people doing besides paying attention? Get curious about side conversations without defensiveness: "I see some of you discussing something - I'd love to address those thoughts." Break up presentations with interactive elements like polls or small group discussions. 5. Explicit Feedback: Listen when someone directly tells you "we're confused" or "this is exactly what we needed." Remember, one vocal participant often represents others' unspoken feelings. Thank people for honest feedback and actively solicit input from quieter participants. 6. Engagement: Monitor who's participating and how. Create varied opportunities for people to engage with you, the content, and each other. Proactively invite (but don't force) participation from those less likely to speak up. I've shared my complete framework in the article in the comments below. In my coaching and workshops with executives and teams worldwide, I've seen these skills transform even the most dysfunctional meeting cultures -- and I'd be thrilled to help your company's speakers and meeting leaders, too. What meeting dynamics challenge do you find most difficult to navigate? I'd love to hear your experiences in the comments! #presentationskills #virualmeetings #engagement

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

Years ago, I had a new team member ask how I became so comfortable speaking in meetings, able to pivot when the conversation went in unexpected directions. The answer: Preparation. My meeting prep routine looks something like this: ✏ What do I need from this meeting/conversation? Goals, objectives (stated/unstated) ✏ What do I know/believe others need from this meeting/conversation? Goals, objectives (stated/unstated) ✏ What questions need to be asked/answered to achieve those objectives? That is, what do we already know & what information is missing. ✏ What concerns might be presented – and how will I respond? Use that EI to identify potential concerns, consider what is at the root of the concerns, and review what I know, what I can share. ✏ What is the most important information or decision to share during the interaction? Be ready to connect each person with the objective and confirm the ‘why’ is clear. ✏ What topics need to be avoided (and how will I respond when that topic comes up)? Prepare next steps to offer and clear, honest rationale. This routine works for me whether I’m leading or attending a meeting, too. Some meetings require more preparation, some less, but these questions are constantly humming in the back of my brain, so the routine has become both quick and efficient. (Also, every meeting should have an agenda with goals & objectives and a clear purpose for attendees. If it doesn’t, ask for one before you agree to attend!) If you have additional tips, I’d love to hear them! #culture #womeninleadership

𝐈 𝐝𝐫𝐞𝐚𝐝𝐞𝐝 𝐭𝐡𝐞 𝐬𝐭𝐚𝐭𝐮𝐬 𝐦𝐞𝐞𝐭𝐢𝐧𝐠𝐬 𝐰𝐢𝐭𝐡 𝐦𝐲 𝐦𝐚𝐧𝐚𝐠𝐞𝐫! I didn’t know what to bring to those meetings. And within the first 5 minutes, the meeting would often go in a completely different direction, leaving me feeling frustrated. My manager, a busy leader, was always juggling multiple priorities, and I quickly realized I needed to change how I approached these updates. I took control of these meetings and adopted a structured approach to make the most of them . Here is how I started structuring these meetings: ✅ 𝐔𝐩𝐝𝐚𝐭𝐞 𝐨𝐧 𝐥𝐚𝐬𝐭 𝐰𝐞𝐞𝐤'𝐬 𝐚𝐜𝐭𝐢𝐨𝐧 𝐢𝐭𝐞𝐦𝐬 (here’s what you asked me to do, here’s what I did, risks/blockers (if any)) ✅ 𝐈𝐭𝐞𝐦𝐬 𝐨𝐧 𝐰𝐡𝐢𝐜𝐡 𝐈 𝐧𝐞𝐞𝐝 𝐲𝐨𝐮𝐫 𝐬𝐮𝐩𝐩𝐨𝐫𝐭/ 𝐠𝐮𝐢𝐝𝐚𝐧𝐜𝐞 ✅ 𝐀𝐧𝐲𝐭𝐡𝐢𝐧𝐠 𝐭𝐡𝐚𝐭 𝐲𝐨𝐮 𝐧𝐞𝐞𝐝 𝐭𝐨 𝐮𝐩𝐝𝐚𝐭𝐞 𝐦𝐞 𝐨𝐧 𝐨𝐫 𝐰𝐚𝐧𝐭 𝐦𝐞 𝐭𝐨 𝐚𝐝𝐝 𝐭𝐨 𝐦𝐲 𝐭𝐨 𝐝𝐨 𝐥𝐢𝐬𝐭 ✅ 𝐀𝐧𝐲 𝐟𝐞𝐞𝐝𝐛𝐚𝐜𝐤 𝐭𝐡𝐚𝐭 𝐲𝐨𝐮 𝐡𝐚𝐯𝐞 𝐟𝐨𝐫 𝐦𝐞 This simple structure made all the difference. It kept our conversations focused, helped address issues before they became problems, and ensured we stayed aligned. By being proactive and structured, I was able to turn these meetings into a space for collaboration and problem-solving rather than just a status update. Clear communication is the backbone of effective leadership. And even the busiest leaders appreciate when you bring clarity, ownership, and solutions to the table. #BytesfromRashim #Leadership #EffectiveCommunication #ProactiveLeadership eWOW ℠ In the pic: Oracle leaders who attended my Fast-Track Your Leadership Career session where I shared many such strategies to excel as a leader.

A little secret I've learned in my years of consulting with C-level leaders: The most effective leaders often speak last in meetings. Why? Because true leadership isn't about having all the answers – it's about creating an environment where great ideas can flourish. Even at LS International, when I step into a meeting room, I make it a point to listen first. Here's why: 1. It shows respect: By letting others speak first, you're saying, "Your ideas matter." 2. It uncovers hidden gems: Sometimes the best ideas come from unexpected places. 3. It builds confidence: When team members feel heard, they're more likely to share in the future. 4. It prevents groupthink: Speaking last helps you avoid influencing opinions too early. 5. It improves decision-making: With all ideas on the table, you can make more informed choices. I remember a time when a junior team member shared an idea that completely changed our approach to a big project. If I had spoken first, we might have missed out on that breakthrough moment. Speaking last is about active listening. It's about asking the right questions and encouraging deeper discussions. When you do finally speak, your words carry more weight. You can build on the team's ideas, connect different viewpoints, and guide the conversation towards a strong conclusion. So, next time you're in a meeting, try holding back. Listen. Encourage. Appreciate. You might be surprised at the symphony of ideas that emerges. Have you tried speaking last in meetings? I'd love to hear about your experiences! #Leadership #EffectiveCommunication #BusinessStrategy #Meetings #JeffBezos