The Accidenture Problem
15/04/2026
101
views
0
Most meetings fail before they even start.
Not because of bad ideas. Not because of the wrong people in the room. Because the person running it didn't do the work beforehand.
Ever had a hard time getting a decision out of a meeting?Β
Ever watched stakeholders glaze over somewhere around slide 14 β knowing full well your actual idea is on slide 25?
Ever watched stakeholders glaze over somewhere around slide 14 β knowing full well your actual idea is on slide 25?
That's not an attention problem. That's a preparation problem. Here's the uncomfortable truth:
If you walk into a meeting trying to convince people of something β you've already lost and end in an Β discussion about what the actual problem is rather then talking about the solution. Convincing is not a meeting activity. Convincing is homework.
The meeting is where you collect the signature on work that was already done in the hallway, the Slack thread, the quick call on Tuesday, and the coffee you had with the one stakeholder you knew was going to push back.
Align before the meeting. Use the meeting to decide.
That's the whole playbook.
And when you do it right, something almost magical happens:
π The meeting ends early π Decisions happen fast π Nobody fights you in the room
Because the resistance didn't disappear. You just dealt with it before anyone opened a calendar invite.
For decision meetings, my rule is simple:
3β5 slides. No more.
Structure:
- Outcome β "We are going to do this."
- How β The approach, the solution, the plan
- Decision β What needs approval, right now, in this room
Three lines per slide. Visuals over text walls.
If your slide needs more than three lines to explain β you haven't finished thinking yet.
And if you're on slide 25 before you get to the point β you haven't respected the room.
But the real work happened before slide one.
- You talked to the key stakeholders early
- You understood their concerns before they became objections
- You incorporated their input so they already see themselves in the solution
- You gave them time to digest β so they're not processing and deciding at the same time
That last part matters more than people realize.
Nobody makes good decisions cold. When someone hears an idea for the first time in a meeting, their first instinct is protection, not progress. They poke holes. They ask for more time. They "want to take it offline."
But when they've already had the conversation? When they've already raised their concern and seen it addressed?
They walk in ready. The meeting becomes a formality β in the best possible way.
This is also how you respect everyone in that room.
Your developers, your consultants, your strategy leads, your junior team members β they're not there to watch a 45-minute presentation. They're there because their judgment matters.
Pre-alignment means when they arrive, the context is already shared. Their energy goes toward the decision β not catching up, not sitting politely through slides that don't concern them.
Great presenters inform. Great leaders close.
The debate, the brainstorming, the messy back-and-forth β that belongs in the channels you already have.
Do the work before the meeting. Keep it to 5 slides. Walk out with a decision.
That's the difference between people who run meetings and people who actually get things done.
The slide 25 line is the funniest and most relatable moment in this version β everyone has lived that meeting. Want me to now write the short series intro lines for all three posts so they feel like a cohesive LinkedIn series?
