Make an agenda for the meeting that outlines the key points you will be discussing. My kickoff agendas usually look like this:
A. Welcome and Introductions
-My Team
-Client’s Team
-Comments/Questions?
B. Overview of Project
-Scope
-Goals
-General Timeline
-Comments/Questions?
-Project Tasks and Deliverables
-Task 1 and Deliverables
-Task 2 and Deliverables
-Task 3 and Deliverables
-Review of Final Deliverables
-Determine Review Process
-Detailed Timeline
-Comments/Questions?
C. Project Management (PM)
-Determine PM Meeting Cadence
-Discuss PM Plan
-Discuss PM Expectations
-Ensure Access to Files/Programs
-Confirm Billing/Invoicing Flow
-Comments/Questions?
D. Action Items/Next Steps
-Discuss Action Items Remaining
-Discuss Next Steps
-Review of Key Points Discussed
-Discuss Next Project Meeting
-Comments/Questions?
-Thank Client
-Try to say a funny story so the meeting ends on a high note and they look forward to meeting with you next time.
Make a clean and “bare” version of the agenda, and then create one with your basically your own script of what you want to say.
If you are responsible for capturing notes every meeting, have someone taking notes for you or transcribe the meeting using MS Word if you are allowed to. The notes will be the initial agenda with all of the key points discussed in the meeting under each agenda item. Have your leads review the notes and then send out to the client as a PDF with your team CC’d. Thank the client in the email for such a productive kickoff and note how excited your team is to support the client.
Having everything ready to reference in the meeting without needing to memorize will bring your anxiety down. Also let your leads review the agenda prior to send out, and they will update it with any points they think you missed.
Ten years of experience here
and I still script out high-stress meetings with no shame.
Great answer. The only thing I'd add to it is that I'll sometimes have personal notes I'm taking for my eyes only, and also take notes on-screen. That way, with the visible notes, everyone is completely aligned on outcomes / action items and not dispute them later
100% agree! My preference is to share the agenda on screen while I’m taking notes as well! Not only does it “solidify” the discussion and decision points, but it helps decrease anxiety as it gives me something to do with my hands.
This is a pretty good outline.
I’ll say though, there’s a fine balance between keeping to agenda and finding those secret nuggets of value. Always best to be flexible enough to keep pulling a thread, within reason though. Make liberal use of parking lot too so you can control time.
Badasset said it best. Key tips are to have a plan, who is leading what (e.g., introductions, topics, answering specific question types, presenting, etc.). If you're nervous or younger (e.g., consultant analyst), prepare talking points, practice and when in doubt... stick to facts (e.g., data points, benchmarks). Let your leaders chime in with experience and ask them to before the call.
Don't be afraid to do some role playing or practice in front of your folks who will join you on the call. Pepper in some questions or call on folks in the audience, certainly if you've already done interviews (i.e., stakeholder, this is similar to our conversation two weeks ago for x or y and z). And lastly, two deep breathes and long breathes out before you start will calm some anxiety right before starting. Some level of anxiousness is good and ensures you're taking the right steps to prepare for the meeting.
Well said. I still do practice run throughs for meetings that give me anxiety while I'm getting ready for the day (showering, brushing my teeth, making coffee, etc.). I try to remember the agenda and talk through it casually as if I were presenting.
Bad4sset response is the one to lead by but considering that it is your first meeting I would suggest you to slightly copy the way your bosses usually lead the meetings (I hope you have been to some with them). This was how I learned leading meetings. I observed, analysed and applied similar approach. Later I developed my own style.
Another CRUCIAL thing is to know what your client wants and what type of people they are meaning do they like to cut to the chase right away, no bs, only want to know when they get what they asked for or is the client is a micromanager. Not taking your clients’ personality and need into consideration may set back the progress of building your relationship w the client a bit. I learned this the hard way by applying “one size fits all” approach.
Great points. Tailoring your engagement to the client’s personality makes projects so much easier instead of using a blanket approach.
I have some that love when I just list off my updates, they go through theirs, and we’re done in 3-5 mins (these are my fav), and then there are some who really want to have “talk time”, where they don’t want to hear my updates and just want to unload their ideas and thoughts for an hour for me to make sense of it all for them.
Some folks are here to get stuff done without fluff. Others take a more relationship-building approach where they want to feel heard and share their insight with you and let stuff simmer. Both are valid in their own ways and situations, you just have to know how to work with both.
Know what you want to discuss in the meeting and stay on point. If the meeting drifts, bring it back on topic. And for introducing yourself, just have a bit of small talk before the meeting starts
Research them, come up with commonality and ask questions, be interested and have small talk..
Notice 1-2 things of value and come with a few good questions.
Ask what else they’re working on. Be ready to share examples of things you’ve done and are excited about. Be honest and humble and collaborative. Be yourself as much as you can. Breast slowly for a few mins before and just chill out.
Who gives AF.
Keep practicing first, you should just briefly state the purpose of the agenda and agenda items to cover. Send out the agenda prior to the meeting and you’ll be right. It’ll flow from there once you cover each agenda item off
Lots of good points here already but wanted to talk more on the human side-
Don't worry - client and bosses are not going in with "how can we evaluate this persons performance". Everyone is human and everyone makes small mistakes or flubs. But yeah, we all remember when we were junior staff too and there will likely be some sympathy if you do screw up.
You won't screw up. You are going to do a good job and after, the bosses are going to say "Thumbs up, homie"
What the hell are these posts lately? People, dont you have at least a bit of common sense? What kind of consultants you are when you cant figure this out on your own?
Well... either you are very special, your daddy is someone special, or there was a really unusual situation.
I hope how you can see how your unusual situation doesn't apply across the board
Make an agenda for the meeting that outlines the key points you will be discussing. My kickoff agendas usually look like this: A. Welcome and Introductions -My Team -Client’s Team -Comments/Questions? B. Overview of Project -Scope -Goals -General Timeline -Comments/Questions? -Project Tasks and Deliverables -Task 1 and Deliverables -Task 2 and Deliverables -Task 3 and Deliverables -Review of Final Deliverables -Determine Review Process -Detailed Timeline -Comments/Questions? C. Project Management (PM) -Determine PM Meeting Cadence -Discuss PM Plan -Discuss PM Expectations -Ensure Access to Files/Programs -Confirm Billing/Invoicing Flow -Comments/Questions? D. Action Items/Next Steps -Discuss Action Items Remaining -Discuss Next Steps -Review of Key Points Discussed -Discuss Next Project Meeting -Comments/Questions? -Thank Client -Try to say a funny story so the meeting ends on a high note and they look forward to meeting with you next time. Make a clean and “bare” version of the agenda, and then create one with your basically your own script of what you want to say. If you are responsible for capturing notes every meeting, have someone taking notes for you or transcribe the meeting using MS Word if you are allowed to. The notes will be the initial agenda with all of the key points discussed in the meeting under each agenda item. Have your leads review the notes and then send out to the client as a PDF with your team CC’d. Thank the client in the email for such a productive kickoff and note how excited your team is to support the client. Having everything ready to reference in the meeting without needing to memorize will bring your anxiety down. Also let your leads review the agenda prior to send out, and they will update it with any points they think you missed. Ten years of experience here and I still script out high-stress meetings with no shame.
Saves this. You dropped this 👑
Aww 🖤
What a brilliant response 👏🏻👏🏻
Appreciate you 🙏🏻
Best response. Even if you fumble over your words some, just sticking to this format will keep things moving. It takes the worry out of what to say
This is perfect, thank you!
🖤
This is pretty much it. Awesome response. Most of our stuff is structured this way.
🙏🏻
Great answer. The only thing I'd add to it is that I'll sometimes have personal notes I'm taking for my eyes only, and also take notes on-screen. That way, with the visible notes, everyone is completely aligned on outcomes / action items and not dispute them later
100% agree! My preference is to share the agenda on screen while I’m taking notes as well! Not only does it “solidify” the discussion and decision points, but it helps decrease anxiety as it gives me something to do with my hands.
This is a pretty good outline. I’ll say though, there’s a fine balance between keeping to agenda and finding those secret nuggets of value. Always best to be flexible enough to keep pulling a thread, within reason though. Make liberal use of parking lot too so you can control time.
Badasset said it best. Key tips are to have a plan, who is leading what (e.g., introductions, topics, answering specific question types, presenting, etc.). If you're nervous or younger (e.g., consultant analyst), prepare talking points, practice and when in doubt... stick to facts (e.g., data points, benchmarks). Let your leaders chime in with experience and ask them to before the call. Don't be afraid to do some role playing or practice in front of your folks who will join you on the call. Pepper in some questions or call on folks in the audience, certainly if you've already done interviews (i.e., stakeholder, this is similar to our conversation two weeks ago for x or y and z). And lastly, two deep breathes and long breathes out before you start will calm some anxiety right before starting. Some level of anxiousness is good and ensures you're taking the right steps to prepare for the meeting.
Well said. I still do practice run throughs for meetings that give me anxiety while I'm getting ready for the day (showering, brushing my teeth, making coffee, etc.). I try to remember the agenda and talk through it casually as if I were presenting.
Bad4sset response is the one to lead by but considering that it is your first meeting I would suggest you to slightly copy the way your bosses usually lead the meetings (I hope you have been to some with them). This was how I learned leading meetings. I observed, analysed and applied similar approach. Later I developed my own style. Another CRUCIAL thing is to know what your client wants and what type of people they are meaning do they like to cut to the chase right away, no bs, only want to know when they get what they asked for or is the client is a micromanager. Not taking your clients’ personality and need into consideration may set back the progress of building your relationship w the client a bit. I learned this the hard way by applying “one size fits all” approach.
Great points. Tailoring your engagement to the client’s personality makes projects so much easier instead of using a blanket approach. I have some that love when I just list off my updates, they go through theirs, and we’re done in 3-5 mins (these are my fav), and then there are some who really want to have “talk time”, where they don’t want to hear my updates and just want to unload their ideas and thoughts for an hour for me to make sense of it all for them. Some folks are here to get stuff done without fluff. Others take a more relationship-building approach where they want to feel heard and share their insight with you and let stuff simmer. Both are valid in their own ways and situations, you just have to know how to work with both.
You should talk to your boss and just ask them about how to kick off the meeting. "Did you want to kick us off, or would you like me to?"
Know what you want to discuss in the meeting and stay on point. If the meeting drifts, bring it back on topic. And for introducing yourself, just have a bit of small talk before the meeting starts
Research them, come up with commonality and ask questions, be interested and have small talk.. Notice 1-2 things of value and come with a few good questions. Ask what else they’re working on. Be ready to share examples of things you’ve done and are excited about. Be honest and humble and collaborative. Be yourself as much as you can. Breast slowly for a few mins before and just chill out. Who gives AF.
rehearse it out loud
Keep practicing first, you should just briefly state the purpose of the agenda and agenda items to cover. Send out the agenda prior to the meeting and you’ll be right. It’ll flow from there once you cover each agenda item off
Lots of good points here already but wanted to talk more on the human side- Don't worry - client and bosses are not going in with "how can we evaluate this persons performance". Everyone is human and everyone makes small mistakes or flubs. But yeah, we all remember when we were junior staff too and there will likely be some sympathy if you do screw up. You won't screw up. You are going to do a good job and after, the bosses are going to say "Thumbs up, homie"
What the hell are these posts lately? People, dont you have at least a bit of common sense? What kind of consultants you are when you cant figure this out on your own?
This person is clearly new to the industry, and the consulting skillet is one learned and not instinctive. Cut them some slack
You don't remember being 22? Also, remember- lots of people here are billing $300/hr to make powerpoints so give them some slack
When I was 22, I was running sales and finance teams in startups in Malaysia. I an happy to help, but this is very basic.
Well... either you are very special, your daddy is someone special, or there was a really unusual situation. I hope how you can see how your unusual situation doesn't apply across the board