Core Of Development

    Meeting Dissection

    Where do your decisions actually die? Three real leadership meetings, observed. Two weeks from the first call to a written read. One short read, and it is yours alone.

    Core Of Development

    You Are The Worst-Placed Person In The Room To Judge Your Own Meetings

    This is not a criticism. It is a structural finding, and it is consistent across the research on meeting effectiveness. The chair sees a productive meeting: ground covered, points made, a sense that the group landed somewhere. The room rates it consistently lower, in study after study.

    Leaders talk more, and talking more makes a meeting feel productive to the person doing it. That is the whole mechanism, and it is why self-assessment cannot reach this. So we do not ask. We count.

    • Three real meetings, observed in silence: no survey, no interviews, no opinion.
    • Counts, not impressions: decisions reached, and actions that left with an owner.
    • Two weeks to a two-to-four page read, private to whoever commissioned it.

    What We Count

    1. 01Who spoke first, and for how long
    2. 02Whether shared background was established before the question was put
    3. 03How the question was framed: open and singular, closed, or never actually asked
    4. 04Whether every participant contributed, and when the first dissent appeared
    5. 05How many decisions were reached, and how many came back later
    6. 06How many actions left the room with one named owner and a date

    How It Runs: Two Weeks, Three Steps

    1. 01 · One conversationThirty minutes to agree which three meetings, who is told, and what stays private. The terms are written down before anyone observes anything.
    2. 02 · Three meetingsA COD consultant sits in, silent, and counts. Real meetings on their real dates. Nothing is staged and nothing is rehearsed.
    3. 03 · One readTwo to four pages, delivered in a conversation rather than emailed. It goes to the person who commissioned it and to nobody else.

    Six Actions Agreed. One Left The Room With A Name On It.

    Illustrative example, not a client result.

    This is the difference between a diagnosis and a conversation. A consultant's proposal says organizations like yours often struggle with decision ownership. A Meeting Dissection says: in the meeting on 14 October, six actions were agreed and one had an owner. Nobody argues with the second one.

    Before You Ask: What This Is Not

    Four things people assume this is. It is none of them, and the difference matters before you pick three meetings.

    Terms

    39 900 SEK

    Fixed. Published. No proposal process.

    Duration
    Two weeks from the first conversation to the read.
    Team
    One Principal Consultant, start to finish.
    Scope
    Three leadership meetings, chosen together.
    Travel
    Online or live - travel billed at cost.
    Credit
    Not credited against later work. This stands on its own.

    The Read Contains No Advice

    It reports what happened, how often, and with what pattern. It stops there. What to do about it is a separate conversation, and it should be: a report that is selling you something is not a report.

    • 2–4 pages, short enough to read in one sitting.
    • Patterns, not people, never “the CFO interrupted twice”.
    • Counts and dates, with numbers wherever numbers exist.
    • Yours alone, private to whoever commissioned it.

    Pick Three Meetings

    That is the entire commitment. Thirty minutes to agree which ones, and the terms in writing before anyone sits in on anything.

    Online purchase is coming shortly. For now we start with a short call.

    Where Do Your Decisions Actually Die?

    Execution is the only strategy your customers ever see. Start with three meetings and find out what happens in them.

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