How to Plan a Google-style Meeting

At Google, they know how to plan a meeting. Google has achieved a simple, effective style that has become a global benchmark in terms of management by applying tactics such as having each participant be responsible for one aspect, using meetings for brainstorming or debating, or prohibiting the use of PowerPoint, among many others things.

Eric Schmidt himself, the company’s president, acknowledges in his book “How Google Works” that meetings are what we spend the most time on at work.

For Google, a meeting is the perfect place to present data, share analyses, and make decisions. That’s why it is essential to carefully plan them if you want to be as efficient as the giant in Mountain View. Don’t miss these important key elements:

All meetings, even the most insignificant ones, should be planned
Any meeting requires planning, whether it’s a brainstorming session or an informational meeting. Every meeting should have a specified person chairing it, content, an agenda, and a list of participants.

People-driven efficiency

All attendees must be able to contribute in some way. To maximise the contribution of attendees, everyone’s participation and creativity must be fostered and facilitated and impediments such as distance must be overcome. NH helps to achieve this by offering state-of-the-art technology in its high-performance meeting rooms that enable participants to interact with one another and with the content, offering the possibility of convening up to 250 online participants. This is the best way to hold a large-scale meeting without sacrificing efficiency.

PowerPoint syndrome

If you want to learn from Google, do away with traditional presentations. Your talk can be complemented by an image or graph, but not vice versa. And be mindful of the data: not all attendees will have the same ability to understand them. Add value to your and other participants’ talks and use tools that foster creativity among the participants, such as interactive screens and holographic projection. Your participants will greatly appreciate your efforts!

More data and fewer opinions

When different opinions and options are being offered up, you should always fall back on the data. According to Schmidt, we shouldn’t try to convince others by saying “I believe”. We should convince them by saying “Let me show you”.

A culture of Yes

Schmidt identified with this quote by former University of Connecticut president, Michael Hogan: “Say yes. In fact, say yes as often as you can. Saying yes begins things. Saying yes is how things grow. Saying yes leads to new experiences, and new experiences will lead you to knowledge and wisdom”. Use a positive approach to motivate your attendees and you will see the productivity of your meetings enhanced.

A culture of transparency

Hold general meetings where everyone can participate and answer the most pointed questions without fear of reprimand. And, when participants feel they can share their opinions, they will feel more engaged in the project and they will be more proactive when it comes to sharing their ideas and suggestions.

“You’re both right”

Everyone has an opinion. No matter how much analysis and data you present, you will never convince everyone. Some people are more driven by a feeling than by reasoning. Thus, it is extremely important that everyone involved is heard and that every alternative is considered for what it’s worth.