Working in consulting, I have a similar list of lessons learned from where I could feel I had lost control of the meeting, or the clients attention, or both.
The biggest one I have fits around 9 and 10. No numbers until the end. As in don't show data, tables, (a group of) numbers, graphs etc. until you are ready to cede the floor.
As soon as numbers appear, people's brains start analyzing and trying to make sense of what they are seeing, naturally this can/will lead to an inordinate amount of time discussing provenance, methodology and other associated aspects, or silent thinking i.e. not listening to your analysis.
Of course this doesn't apply to every type of meeting, but I always ensure I get everything else in up front first. Leave the detail in the back, don't bury the lead.
Comments
Working in consulting, I have a similar list of lessons learned from where I could feel I had lost control of the meeting, or the clients attention, or both.
The biggest one I have fits around 9 and 10. No numbers until the end. As in don't show data, tables, (a group of) numbers, graphs etc. until you are ready to cede the floor.
As soon as numbers appear, people's brains start analyzing and trying to make sense of what they are seeing, naturally this can/will lead to an inordinate amount of time discussing provenance, methodology and other associated aspects, or silent thinking i.e. not listening to your analysis.
Of course this doesn't apply to every type of meeting, but I always ensure I get everything else in up front first. Leave the detail in the back, don't bury the lead.
I suppose for a meeting where you want to foster discussion this rule tells you to start with a bunch of numbers.