Running Better Meetings

Who it's for

Team leads, project managers, managers, founders and committee chairs who run meetings that have to reach a decision, with or without authority over the people in them.

Output

• A scored report after every room, with the moment that earned each score and one recommended focus
• A real meeting run each week from the room before it, with an opening that names the decision and a close that names who does what by when
• A trajectory across every attempt, on the room you return to before a meeting that matters
• Scored against published frameworks: participatory facilitation and Roger Schwarz's ground rules, disciplined prioritisation and conversation layers, stakeholder salience (Mitchell, Agle and Wood), interest-based negotiation (Fisher and Ury), conflict-mode flexibility and high-stakes dialogue

Program contents

1. Chairing to a decision · Holding the agenda — Meeting Facilitation · Saying No Simulation
2. Support before the meeting — Stakeholder Influence
3. Conflict outside the meeting — Team Conflict

How the program works

A self-serve program for people who run meetings that drift, built on Renatus. Four simulation rooms · Three weeks, one or two rooms a week, with a real meeting between them · Unlimited attempts · Ongoing thereafter.

The rooms

Why this program exists

You run meetings that have to decide something, and they drift. One person talks for half the hour, the person who knows the answer says nothing, the group spends the time on preliminaries, and the decision moves to the next meeting. You can see it happening while it happens, and the sentence that would stop it does not come. This program prepares you for those moments through simulation. Ren builds each scene from your real role, your sector, your working context and the meeting you name, and plays every person in it, so every scenario is new, adjusting according to each response.

What you'll achieve

1. Rehearsal of the moments that decide a meeting: the voice that dominates, the expert who says nothing, the item that does not belong, the sceptic who arrives decided, the argument between two colleagues
2. A scored report after every room: each dimension with the moment that earned its score, strengths, development areas, blind spots where the evidence shows them, and one recommended focus with a first step
3. Three real meetings run inside the program, each with a written opening and close
4. Unlimited attempts at every room, each a new scene at the calibration you set, scored on the same dimensions and charted against every attempt before it

At a glance

Who it's for

People who run meetings that have to reach a decision: team leads, project managers, managers, founders, committee chairs, and the person who holds the pen without a title for it. Every room calibrates to your role and to your relationship with the people in it, so it serves a new manager in their first month and a director who still watches the hour disappear. It assumes you have a real meeting to run in each of the next three weeks, each with something to decide.

Cadence

3 weeks

1

Chairing to a decision · Holding the agenda · Meeting Facilitation · Saying No Simulation · Read Air-time Management, Closure and Alternative; run the first real meeting

2

Support before the meeting · Stakeholder Influence · Read Framing and Durability; hold the real conversation; run the second meeting

3

Conflict outside the meeting · Team Conflict · Read Directness and Aftercare; hold the conversation; run the third meeting; set the ongoing plan

Session by session