Optimizing Meeting Productivity

People always ask how I actually use AI in my own workday. Here’s a behind-the-scenes look at the 3 AI tools I personally use every day — and how they help me stay productive, focused, and sane. A professional chef doesn’t need 100 knives to cook a great meal — they just need 3 or 4 perfect ones. AI works the same way. It’s not about stacking tools — it’s about finding the few that fit your workflow perfectly. 1 . Calendar AI I remember my days managing global teams across time zones. Scheduling became a full-time job itself. Now, I let an AI tool integrated with my calendar handle the jigsaw puzzle of my schedule - optimizing meetings, reducing conflicts, and blocking time for focused work. Pro tip: Train your AI with your preferences. I've taught mine that I need thinking blocks in the morning and prefer meetings after 11 am. 2 . Task AI Having managed teams of 832 people globally, I know the pain of prioritization. I've embedded my criticality-complexity framework into my task management tool - it doesn't just track your to-do list but intelligently prioritizes based on impact, deadlines, and available time. This isn't about handing over control - it's having a strategic partner that helps you focus limited time on what truly matters. 3. Meeting Transcription We've all been in meetings where we're frantically taking notes while trying to meaningfully participate - like trying to drive while texting. AI transcription tools free you to be fully present. They capture everything, generate summaries, and highlight action items. When I run strategic meetings, I assign a "human reviewer" to validate AI notes. The human-AI partnership is where magic happens. The power of these tools isn't in automating tasks - it's in augmenting your capabilities. Used correctly, AI can become your own personal Iron Man suit. What is your favorite AI tool? Let’s share our favorites in the comments.

We’ve all been there. You’re in a meeting. You open your mouth, ideas spill out like octopus tentacles, and by the end no one knows what you meant. And you feel like you’ve blown it. Nothing is worse than knowing what you want to say, but not knowing how to say it. Here’s how to tame that octopus and speak with confidence (even under pressure): Imagine your boss asks: “What are your team’s biggest challenges this quarter?” First, pause. Take a moment to clarify your thoughts – the reason we can get tongue-tied is we try to come up with the answer after we already started speaking. Untamed Octopus Answer: “Well, we’re a new team, so there are priorities, and then tools, and also global alignment across regions, and that reminds me of…” (you get the idea) Tamed Octopus Answer: You pause. Jot notes. Circle 3. Then respond: “Our biggest Q2 challenges are: • Priorities - separating the important from the unimportant. • Tools - deciding between in-house vs. third-party. • Global alignment - teams across US, Europe, and Asia.” You expand briefly on each. Then you summarize again: “So, priorities, tools, and global alignment. Same content. Radically different impact. Here’s how to tame your own octopus in any meeting, interview, or pitch: 1. Pause before speaking (it makes you look thoughtful before you’ve even said a word) 2. Jot down your ideas (you probably have 10) and circle your top 3 3. Organize into buckets: “First… Second… Third…” 4. Add gestures: Say “First… Second… Third…” (and even count on your fingers). Research shows gestures improve comprehension by 60% 5. Summarize again: Repetition cements your message and makes it easy for others to pass along your points accurately It’s simple, but it changes how others perceive you: more confident, more credible, more clear.

Multi-camera AI tracking is impressive. But without a proper central camera, remote participants lose spatial context. Why? I'm seeing sophisticated multi-camera deployments across corporate and education sectors. AI-driven tracking, automatic speaker framing, dynamic transitions. The technology is genuinely impressive when properly programmed. But here's the technical reality that gets overlooked: these systems cannot replace the fundamental requirement for a well-positioned central camera providing comprehensive room coverage. Why the Central Camera Matters. Remote participants need consistent spatial awareness. They need to understand: * Where each in-room participant sits relative to others * Who's reacting to comments (even when not speaking) * The room's physical dynamics and power relationships Multi-camera systems excel at highlighting active speakers. But they fragment spatial context. Remote participants lose the ability to 'read the room' in-person participants take for granted (because it's mostly a subconscious and subliminal process). The EASE Equity Principle (EASE Framework from GJC - Environment, Audio, Screens, Equity). This isn't just about preference. It's about equity in hybrid meetings. Industry best practice suggests positioning cameras, centred at eye level. This placement creates natural eye contact and provides what remote participants fundamentally need: a stable reference view. The central camera serves as the spatial 'home base'. AI tracking can then enhance this foundation by providing close-ups and following action. But without that foundation? Remote participants become disoriented observers rather than equal participants. Technical Implementation. The requirement is straightforward: * Central camera positioned for full room coverage at appropriate viewing angles * Proper height relative to seated or standing participants * Coverage that includes all in-room positions without blind spots * Field of view matching room geometry and table configuration For these reasons I'm a fan of using small footprint cameras such as Huddly, which can even be used in free space in front of the display. AI tracking systems should augment this baseline, not replace it. I've witnessed high-end deployments where manufacturers specified their advanced tracking system and PTZ cameras - but then added another vendor's camera specifically for the central view. That decision tells you everything about technical priorities. At GJC, we apply EASE methodology to ensure camera positioning serves equity requirements first, with tracking enhancement second. My bi-weekly newsletter 'Industry Standard' explores technical topics like this. Subscribe: https://lnkd.in/ekQ3AdCb What's your experience with multi-camera systems? Have you found the right balance between sophisticated tracking and fundamental spatial coverage? #AVTweeps #MicrosoftTeamsRooms #EASEMethodology #HybridMeetings #AVIXA #AVUserGroup #LTSMG #Schoms

14 reputation-damaging meeting phrases you're using. And what to say instead: Most people quietly destroy their reputation in meetings. Not because their ideas are weak. Because their language sounds uncertain. After coaching 5,000+ high-performing women, one pattern shows up constantly: They shrink their language in the room where it matters most. Meetings start with phrases like: → "I think maybe we could…" → "Sorry, can I add something?" → "Does that make sense?" → "I'm not sure, but…" → "I just wanted to mention…" These phrases seem thoughtful. But inside the room they send a different signal: Low conviction Low confidence Not ready to lead Leaders read this instantly. If you sound uncertain, you get ignored. The strongest voices in the room remove that friction. For example: ❌ "I think maybe we could…" ✅ "I recommend we…" ❌ "Does that make sense?" ✅ "What questions do you have?" ❌ "I just wanted to mention…" ✅ "One thing we need to consider:" Same ideas. Different delivery. Completely different impact. How you show up in meetings determines your reputation. When you speak with conviction: Your ideas get adopted. Leaders remember your name. You get pulled into rooms that matter. 💾 Save this to use in your next meeting. --- ♻️ Repost to help a high performer in your network. 🔔 Follow Shivani Berry for practical tips to get ahead in the age of AI.

To perform their duties responsibly, boards must function as Humans + AI. Adopting new working structures and evolved governance structures incorporating AI can lead to substantial performance improvement. Much of my current work with boards is on strategic framing for AI and in AI-augmented decision-making, but there is considerably more potential. A very nice HBR piece brings real-world insights to bear. The first finding was that directors and chairs largely failed to recognize the value and potential of AI in their work. However still many boards and directors are using AI in useful ways. MEETING PREPARATION Directors who use LLMs reported significantly improved understanding of agenda items and reduced workload. One director across five Danish boards uses AI to structure presentations and run simulations; another in Switzerland uses it to refine board discussion questions from the board book. SCENARIO PLANNING GenAI, used well, can be an excellent tool for rapid scenario planning. One board in Austria used an LLM to analyze geopolitical risk in an acquisition proposal. This led to it rejecting the deal, and resulted in management attaching scenario analyses to future proposals. ADDITIONAL PERSPECTIVES Boards in Finland and the Netherlands used AI to test their own strategic conclusions, finding significant overlap between AI-generated insights and their human decisions. This boosted both their confidence in the decisions and their trust in AI’s utility, particularly for validating or challenging complex judgments. IMPROVING BOARD DYNAMICS AI can offer real-time feedback on boardroom dynamics. For example, a Swiss industrial company uses AI to analyze speaking time, tone, and engagement during meetings, creating recommendations for better group engagement. The article addresses potential risks: 🔐 Information leaks. These stem not from AI itself but from poor data governance, which can be mitigated with proper access controls and security training. ⚖️ Sample bias. Regular audits and user awareness are key to avoiding flawed, discriminatory, or incomplete insights. 🧭 Anchoring in the past. AI can be overly reliant on historical data. Scenario simulations and reasoning models can help boards anticipate and adapt to future shifts. And concludes with recommendations on learning to use AI well: 1️⃣ Create engagement. Chairs should start with one-on-one conversations to assess AI literacy and follow up with tailored training to build confidence and interest. 2️⃣ Practice collective experimentation. Boards should test AI tools together in low-stakes settings, debrief their experiences, and gradually integrate AI into governance processes. 3️⃣ Maintain momentum. Chairs must lead by example, celebrate AI use regardless of outcomes, and embed AI progress into board evaluations. I am currently working on a 'GenAI in the Boardroom' mini-report that I will be sharing soon, addressing these and a range of other issues and possibilities.

Stop wasting meetings! Too many meetings leave people unheard, disengaged, or overwhelmed. The best teams know that inclusion isn’t accidental—it’s designed. 🔹 Here are 6 simple but powerful practices to transform your meetings: 💡 Silent Brainstorm Before discussion begins, have participants write down their ideas privately (on sticky notes, a shared document, or an online board). This prevents groupthink, ensures introverted team members have space to contribute, and brings out more original ideas. 💡 Perspective Swap Assign participants a different stakeholder’s viewpoint (e.g., a customer, a frontline employee, or an opposing team). Challenge them to argue from that perspective, helping teams step outside their biases and build empathy-driven solutions. 💡 Pause and Reflect Instead of jumping into responses, introduce intentional pauses in the discussion. Give people 30-60 seconds of silence before answering a question or making a decision. This allows for deeper thinking, more thoughtful contributions, and space for those who need time to process. 💡 Step Up/Step Back Before starting, set an expectation: those who usually talk a lot should "step back," and quieter voices should "step up." You can track participation or invite people directly, helping create a more balanced conversation. 💡 What’s Missing? At the end of the discussion, ask: "Whose perspective have we not considered?" This simple question challenges blind spots, uncovers overlooked insights, and reinforces the importance of diverse viewpoints in decision-making. 💡 Constructive Dissent Voting Instead of just asking for agreement, give participants colored cards or digital indicators to show their stance: 🟢 Green – I fully agree 🟡 Yellow – I have concerns/questions 🔴 Red – I disagree Focus discussion on yellow and red responses, ensuring that dissenting voices are explored rather than silenced. This builds a culture where challenging ideas is seen as valuable, not risky. Which one would you like to try in your next meeting?  Let me know in the comments! 🔔 Follow me to learn more about building inclusive, high-performing teams. __________________________ 🌟 Hi there! I’m Susanna, an accredited Fearless Organization Scan Practitioner with 10+ years of experience in workplace inclusion. I help companies build inclusive cultures where diverse, high-performing teams thrive with psychological safety. Let’s unlock your team’s full potential together!

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

What kills collaboration faster than conflict? Silence. How AI can fix it.     We've all been there: a meeting ends, everyone nods, no one asks questions... and yet, the project still goes sideways. The truth? Silence doesn’t mean clarity. Silence in teams can feel like alignment, but it's often confusion in disguise. It usually means someone didn’t feel safe or empowered to ask for it.   Even the best teams hit roadblocks:   Misunderstandings from assumptions Hesitation to ask questions Miscommunication that leads to rework   These challenges aren't new, but the way we tackle them can be.   This is where AI can quietly transform how your team collaborates. By acting as a neutral, judgment-free assistant, AI makes it easier for people to understand questions, clarify tasks, and stay aligned without fear of “looking dumb.”    Here's how:   ✅ Clarify complexity – AI can quickly summarize dense threads, documents, or meeting notes. ✅ Encourage curiosity – With the right prompts, AI makes it safe and easy to ask “obvious” questions. ✅ Keep teams in sync – AI can reinforce shared goals and priorities without sounding repetitive. It’s like adding a smart, impartial facilitator to every meeting, every teams thread, every project doc.   💡 Try this prompt to get started: "You are a helpful team assistant. Whenever I ask a question, respond with a reasonable amount of detail to help the team work together effectively." Simple but powerful to make missing information to all team members visible.     Ready to bring this into your team culture? Start with these steps:   1. Pick one team ritual (e.g., weekly meeting, retros, or docs) and layer in AI support. Let AI summarize, generate follow-up questions, or identify unclear points. 2. Encourage “clarifying questions” as a norm, not a nuisance. Use AI to increase curiosity and good inquiry. 3. Train with prompts. Craft a few go-to prompts your team can use in AI tools like Co-Pilot or whatever tool you use.   Collaboration doesn’t break down because people don’t care. It breaks down when people don’t feel clear and get frustrated.

Some people aren't quiet in meetings because they aren't engaged or have nothing to contribute. They may simply be listening or processing information. Other folks may be running an internal analysis on whether their contribution is valuable enough or even safe to share given who's in the meeting. These people aren't absent - they're calculating. If you run meetings and you want every brain in the room actually contributing, HOW you run the meetings matters more than the personalities. Some people talk while thinking. Others think before talking. Some people process information quickly. Others process slowly. Some people like (or feel like they have) to "perform." Others hate the "performance theater." The critical point to understand here is that one isn't better than the other. You need to account and accommodate for different personalities and thinking styles to be able to fully tap into the diversity of thought that is the true value of meetings in the first place. Here's some practical advice to extract maximum value from meetings: BEFORE: Send the agenda and the real questions ahead. Processors do their best work with runway. Share pre-reads. Reward preparation, not improvisation. DURING: Open with five minutes of silent reading or writing. It levels the floor. Use round-robins on key questions. Don't let the same three voices set the frame for everyone else. Pause after questions. Speed of response is not a proxy for quality of thought. Name interruption patterns in real time. "Let's let them finish" is the most underused sentence in modern leadership. And please, credit ideas to whoever originated them - not whoever restated them more confidently. AFTER: Open a time window after the meeting to gather additional input before decisions become binding. The best idea sometimes arrives 30 minutes later, in writing. Quiet doesn't mean disengaged. Quiet doesn't mean uncertain. Quiet often means processing - while others are busy talking while they're still forming their thoughts, or performing. Not having immediately brilliant responses to questions doesn't mean the person isn't "smart" or has nothing to contribute. Sometimes the best ideas come after considerable thought, and after listening to the inputs and ideas of others. The best thinking in your last meeting may have belonged to the person who never got to finish a sentence, never got to speak up in the first place, or had the idea 2 hours after the meeting. The fix isn't asking them to speak up. It's redesigning meetings so they don't have to fight to be heard.

As the new year gets underway, I’m reflecting on my goals—and one that stands out is making my meetings more efficient. I know I’m not alone in this challenge! As a technology leader overseeing Chase’s mission-critical data systems, my calendar fills up quickly. Here are a few strategies I’m focusing on to drive meeting efficiency in 2026: 1. Who’s Invited? I’m being more intentional about attendees. Before sending an invitation, I ask myself and my managers: Does everyone here need to be involved? Is the core group represented, or has it expanded over time to include outliers? I find it helpful to scrutinize those who aren’t typically part of the conversation, as they can identify gaps in other communication channels, team workflows or individual roles. 2. Is It the Right Forum? Not every topic needs a meeting. Can the issue be addressed through a quick message, shared document or asynchronous update? Meetings should be reserved for discussions that truly benefit from real-time collaboration. 3. Redefine Goals for Recurring Meetings To prevent recurring meetings from becoming routine, I’m taking the time to revisit the purpose and goals with my team leaders—are they still relevant? It’s amazing how quickly objectives get clarified when you go back to the basics, especially as priorities shift. This exercise has a unifying effect on teams who are now aligned under one banner to make meetings more focused and productive. 4. Can Anything Be Automated? I’m always driving for opportunities to automate routine updates and status reports. By leveraging technology to handle repetitive tasks, it frees up time for more meaningful conversations and decision-making. As a leader, I know my role isn’t to solve every problem myself, but to empower the right teams and individuals to do so. By making my meetings more purposeful and efficient, I hope to create more space for innovation, collaboration and growth. What are your strategies for making meetings work better for you and your teams? Let’s make 2026 the year of smarter collaboration!