Meetings That Get Results

Meetings That Get Results

Meetings That Get Results

Meetings That Get Results


Meetings don't have to be a waste of time. When managed right, they are a powerful tool for solving problems, making decisions, exchanging ideas--and getting results fast.

Based on years of experience consulting for companies around the world, Brian Tracy has learned firsthand what works in meetings--and what doesn't. Now, in this pocket-sized guide, he reveals simple, proven ideas you can use to make meetings shorter, more effective, and more satisfying to everyone in attendance. Readers will find out how to:

  • Structure different types of meetings: one-on-one or group, informational or problem-solving, internal or external
  • Clearly define the purpose and the desired outcome
  • Establish priorities
  • Set an achievable agenda
  • Prepare and participate
  • Encourage open communication
  • Keep discussions on track
  • Avoid groupthink
  • Press for closure
  • Summarize discussion points and decisions
  • Gain agreement on action steps, assign responsibility, and set deadlines
  • Determine the ideal room layout
  • Make effective presentations
  • Maximize the return on time invested
  • And more

Meetings are management in action--superiors and subordinates alike will assess your performance. Meetings That Get Results will help you shine.


Meetings are an essential part of the life of every orga nization. As a manager, one-quarter or more of your career will be spent in group meetings. As much as 70 percent to 80 percent of your career is going to be spent face-to-face and one-on-one with other people as well as in groups.

The more people there are in your workplace and the greater the complexity required for the performance of interrelated tasks, the more necessary it is for people to meet in groups to solve problems, make decisions, share information, and exchange views and opinions.

My favorite expression is that “meetings are management in action.” They are a major opportunity for you to display managerial competence (or lack thereof) as well as to develop your communication skills, to influence and persuade others, and to advance the goals of the organization.

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