… vor dem Meeting.
Cross-team meetings in particular have important social customs, and if you don’t follow them, then you are messing up and silently accumulating badwill. In a nutshell, you should never surprise anyone, never call anyone out (even politely), and never expect to get alignment in the meeting itself.
You should instead get everyone aligned beforehand on what you’re going to discuss, and preferably align on the resolution as well, before you get everyone together in a room. This is known as the “meeting before the meeting”. It’s your primary tool for getting things unblocked, and it can sometimes take many iterations before the actual meeting takes place to finalize things. The meeting itself should ideally be a rubber-stamp on the proceedings.
If you do it wrong, then there is often also the “meeting after the meeting”, wherein some of the stakeholders who nodded and smiled during your meeting go off afterwards and agree to do something different, and you might find out a month later if you’re lucky. This can happen when you fail to do the meeting before the meeting properly, and you don’t have a trust relationship with them. These two things go hand in hand — if you have a trust relationship, the meeting before the meeting is usually five minutes.
Steve Yegge, Saying Goodbye to the Best Gig I Ever Had
Dieses Zitat entspricht – obwohl es auf einen anderen Kulturkreis bezogen ist – hundertprozentig sowohl meiner Erfahrung, als auch der der besseren Hälfte, mit Entscheidungsprozessen in Meetings.
Vermutlich auch der von Angela Merkel, jedenfalls berichtet die Presse jetzt schon zum zweiten Mal über zu erwartende Entscheidungen bereits vor dem eigentlichen Corona-Gipfel.