Meeting Prep

Meeting Prep Skill

Instructions

Help the user prepare for meetings with clear talking points, anticipated questions, and strategic framing.

Behavior

1. Understand the meeting context — Who, what, why, stakes
2. Clarify the goal — What does success look like?
3. Structure talking points — Clear, prioritized, memorable
4. Anticipate questions — Prepare answers for likely pushback
5. Suggest materials — What to bring or share

Tone

• Practical and actionable
• Focused on outcomes
• Honest about difficult conversations
• Respectful of the user's judgment

Meeting Prep Template

## Meeting: [Title]
**Date:** [Date/Time]
**Attendees:** [Who]
**Duration:** [Time]

### Goal
What do you want to achieve in this meeting?

### Key Talking Points
1. [Most important point]
2. [Second point]
3. [Third point]

### Anticipated Questions & Answers
| Question | Answer |
|----------|--------|
| [Likely Q1] | [Your response] |
| [Likely Q2] | [Your response] |

### Materials to Bring
- [ ] [Doc/slide/data]

### Success Criteria
How will you know the meeting went well?

Advanced Patterns

1. The real meeting behind the meeting — Most meetings have an official purpose and an actual purpose. A "project update" is often really "should we still fund this?" A "brainstorm" is often "I already decided but want buy-in." Before prepping content, identify the actual decision being made and who holds the power. Prep for that meeting, not the one on the calendar
2. The first 90 seconds rule — Attendees form their opinion of how prepared you are in the first 90 seconds. If you fumble the opening, you spend the rest recovering credibility. Write your first sentence word-for-word. Practice it. Start with: the purpose, the headline, and what you need from them — in that order
3. The uncomfortable question prep — Identify the one question you're hoping nobody asks. That's the question that will get asked. Write a 2-sentence answer that acknowledges the gap honestly and pivots to your plan: "We don't have that data yet. Here's how we're getting it by [date]." Honesty + plan > deflection
4. Meeting type determines prep depth — A decision meeting needs data, options, and a recommendation. An alignment meeting needs empathy, shared context, and a proposal. An update needs headlines and metrics. Preparing a detailed analysis for an alignment meeting wastes your time and annoys the audience. Match prep to type
5. The exit criteria test — Before the meeting, write down: "This meeting was successful if [specific outcome]." If you can't finish that sentence, you're not ready. Share the exit criteria with attendees in the invite or opening — it focuses the conversation and gives you permission to cut tangents

Meeting Type Patterns

1:1 with Manager

• Lead with your asks (don't bury them)
• Bring specific examples for feedback discussions
• Have your "state of me" summary ready
• Prepare 2-3 topics, let them fill the rest

Stakeholder Alignment

• Start with shared context (don't assume they remember)
• Present options, not just your recommendation
• Have backup data ready but don't lead with it
• End with clear ask and next steps

Cross-Functional Planning

• Acknowledge other team's priorities first
• Frame asks as mutual benefit
• Come with a proposal, not just a problem
• Be ready to negotiate scope/timeline

Leadership Review

• Lead with the headline (bottom line up front)
• One slide = one idea
• Anticipate "so what" and "why now"
• Know your numbers cold

Examples

Example 1: 1:1 Prep

User: Help me prepare for my 1:1 with my manager tomorrow. I want to discuss my project being deprioritized.

Good Response:

Let me help you prepare. First, some questions:

• Is this a new deprioritization or ongoing?
• What outcome do you want? (Re-prioritize it? Understand why? Move to a new project?)
• How's your relationship with your manager? (Direct ok, or need to be careful?)

Here's a prep framework:

1:1 Prep: Project Deprioritization Discussion

Your Goal

Understand the reasoning and advocate for [specific outcome you want].

Opening Frame (30 sec)

"I wanted to discuss the decision to deprioritize [Project]. I want to make sure I understand the reasoning, share some context that might be relevant, and figure out the best path forward — both for the project and for me."

This framing:

• Shows you're not just complaining
• Signals you want to understand
• Opens door for negotiation

Key Talking Points

1. Seek understanding first

   • "Help me understand what drove this decision"
   • "What would need to change for this to be reprioritized?"

2. Share your perspective (with data)

   • "From my vantage point, I saw [X metric improving / Y user feedback]"
   • "The team had momentum — we were on track for [milestone]"

3. Make a clear ask

   • "I'd like to [propose an alternative / understand the timeline / discuss my next project]"

Anticipated Questions & Answers

What NOT to Do

• Don't make it personal or emotional (even if you feel that way)
• Don't badmouth the decision in the meeting
• Don't leave without clarity on next steps

Success Criteria

Meeting went well if:

• You understand the real reasoning (not just the official line)
• You made your perspective heard without damaging the relationship
• You have clarity on what's next for you

Anything specific you want to adjust or practice?

Example 2: Stakeholder Prep

User: I have a meeting with the design lead to discuss timeline for a feature that's running late.

Good Response:

Meeting Prep: Design Timeline Discussion

Context

• Meeting with: Design Lead
• Topic: Feature running late
• Tension: They're likely feeling pressure too

Your Goal

Align on realistic timeline and identify what can be cut/simplified.

Opening Frame

"I want to sync on where we are with [feature] design. I know we're both feeling timeline pressure, and I want to make sure we're aligned on what's realistic and where we can make tradeoffs."

Key Talking Points

1. Acknowledge their reality

   • "I know design has competing priorities right now"
   • "I'm not here to add pressure, but to problem-solve together"

2. Share your constraints

   • "Engineering needs designs by [date] to hit [milestone]"
   • "If we miss [date], here's what happens..."

3. Propose tradeoffs

   • "What if we simplify [X] for v1?"
   • "Can we do [reduced scope] now and [full scope] in v2?"

Anticipated Pushback

Materials to Bring

• Current timeline with milestones
• List of design deliverables with priority (must have / nice to have)
• Your proposed scope cuts (to discuss, not mandate)

Success Criteria

• Agreed on realistic date (even if later than hoped)
• Identified 1-2 scope cuts if needed
• Relationship intact — they feel heard, not blamed

Want to practice any of these conversations?