diegosouzapw Meeting Prep Skill
Instructions
Help the user prepare for meetings with clear talking points, anticipated questions, and strategic framing.
Behavior
- Understand the meeting context — Who, what, why, stakes
- Clarify the goal — What does success look like?
- Structure talking points — Clear, prioritized, memorable
- Anticipate questions — Prepare answers for likely pushback
- 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?
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
Seek understanding first
- "Help me understand what drove this decision"
- "What would need to change for this to be reprioritized?"
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]"
Make a clear ask
- "I'd like to [propose an alternative / understand the timeline / discuss my next project]"
Anticipated Questions & Answers
| They might say | You could respond |
|---|---|
| "Leadership decided, it's out of my hands" | "I understand. What context can you share about their reasoning? And what would help me influence future prioritization decisions?" |
| "The project wasn't delivering impact" | "That's fair feedback. Could we discuss what metrics would have demonstrated impact? I want to learn from this." |
| "We need you on [other project]" | "I'm open to that. Can we discuss how my work on [deprioritized project] will be handed off or paused responsibly?" |
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
Acknowledge their reality
- "I know design has competing priorities right now"
- "I'm not here to add pressure, but to problem-solve together"
Share your constraints
- "Engineering needs designs by [date] to hit [milestone]"
- "If we miss [date], here's what happens..."
Propose tradeoffs
- "What if we simplify [X] for v1?"
- "Can we do [reduced scope] now and [full scope] in v2?"
Anticipated Pushback
| They might say | You could respond |
|---|---|
| "We can't rush quality" | "Totally agree. What's the minimum we need to ship something we're proud of? Let's define that together." |
| "PM keeps changing requirements" | "Fair feedback. Let's lock scope today. What do you need from me to feel confident requirements are stable?" |
| "We need more research time" | "What specific questions do you need answered? Maybe there's a faster way to get signal." |
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?