Episode Details

Meetings can be a political minefield, and most leaders rely purely on their instinct to get by: which means they get it wrong more often than they realise.

This episode cuts through the noise on one of the most deceptively complex leadership skills: knowing when to talk and when to shut up. It sounds simple, but It isn't: and The Economist's "Babble Hypothesis" proves why getting the balance wrong can derail your career.

In this episode, I lay out a practical framework for two meeting scenarios that matter most: when you're in the chair, and when you're a participant in a room full of people more senior than you. 

I also give you my take on three types of meeting disrupters (otherwise known as d!ckheads), and some killer lines to get them off their soapbox, without blowing up the whole meeting.

By the end, you'll have a clear, context-driven model for moving between listening and contributing, so that every time you open your mouth, it actually counts.

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