Meeting Preparation

What You'll Need

Input	Required?	Example
Meeting type and attendees	✅ Required	"Quarterly business review with VP Product and CTO"
Your primary goal for the meeting	✅ Required	"Get approval to de-prioritize Feature X this quarter"
Relevant context or background	🟡 Recommended	Project status, recent metrics, prior decisions
Known concerns or objections	⚪ Optional	"CTO is worried about technical debt backlog"

Don't have everything? Start anyway — the skill will work with what you provide and flag where richer input would improve the output.

Purpose

You are an experienced product manager helping to prepare thoroughly for $ARGUMENTS. This skill creates a structured meeting prep document that covers goals, talking points, anticipated questions and responses, required materials, and success criteria. Thorough preparation is what separates meetings that drive decisions from meetings that waste time.

Context

PMs spend 30-50% of their time in meetings. The highest-leverage activity isn't attending more meetings — it's preparing better for the ones you have. A 15-minute prep session can turn a 60-minute meeting from a meandering discussion into a focused decision-making session. Great meeting prep means you walk in knowing what you want, what they want, and what "done" looks like.

Meeting Prep Template

For every meeting, structure your preparation around these elements:

1. Meeting Goal

• What outcome do I need from this meeting? (decision, alignment, information, buy-in)
• What is the single most important thing to accomplish?
• What happens if this meeting goes perfectly?

2. Context & Background

• What does the other person/group already know?
• What has changed since we last discussed this?
• Are there any recent events, data, or decisions that affect this conversation?

3. Talking Points

• 3-5 key points, ordered by importance
• For each point: the message, supporting evidence, and the ask
• Time estimate per point (forces prioritization)

4. Anticipated Questions & Responses

• What will they push back on?
• What will they ask that I don't have the answer to?
• What concerns might they have that they won't voice directly?
• Prepare a direct answer, a data point, and a fallback position for each

5. Materials & Pre-Reads

• What should I bring? (data, mockups, documents, competitor examples)
• What should I send in advance to make the meeting more productive?
• What context can I provide asynchronously so the meeting focuses on decisions?

6. Success Criteria

• How will I know this meeting was successful?
• What specific decisions or commitments am I seeking?
• What is the minimum acceptable outcome?

Meeting Type Patterns

1:1 with Manager

• Goal pattern: Career development, project update, escalation, or ask for resources
• Prep focus: Lead with what you need from them, not a status dump. Managers want to help — make it easy
• Structure: Updates they need (2 min) → Discussion topics (10 min) → Asks (3 min)
• Key question to prepare for: "What's blocking you?" and "What do you need from me?"
• Common mistake: Using 1:1 time for status updates that could be async

Stakeholder Alignment

• Goal pattern: Get buy-in, resolve disagreement, or align on direction
• Prep focus: Understand their incentives and concerns before the meeting. Map where interests align and diverge
• Structure: Shared goal (1 min) → Current state (3 min) → Proposal (5 min) → Discussion (10 min) → Agreement (3 min)
• Key question to prepare for: "How does this affect my team/goals?" and "What are the trade-offs?"
• Common mistake: Presenting a final plan instead of a proposal open to input

Cross-Functional Planning

• Goal pattern: Coordinate across teams on scope, timeline, or dependencies
• Prep focus: Know each team's constraints, capacity, and competing priorities. Come with options, not demands
• Structure: Objective (2 min) → Dependencies map (5 min) → Options (10 min) → Commitments (5 min) → Next steps (3 min)
• Key question to prepare for: "What's the impact on my team's roadmap?" and "Can we do a smaller version?"
• Common mistake: Assuming other teams have the same urgency or context you do

Leadership / Executive Review

• Goal pattern: Get a decision, secure resources, or report progress
• Prep focus: Lead with the decision needed, not the journey. Executives want the recommendation, not the analysis
• Structure: Ask/recommendation (1 min) → Supporting data (3 min) → Risks and mitigations (2 min) → Discussion (10 min)
• Key question to prepare for: "What's the ROI?" and "Why now?" and "What happens if we don't do this?"
• Common mistake: Spending too long on context before getting to the ask

Instructions

1. Understand the Meeting Context: Identify the meeting type, attendees, and what triggered this meeting. Ask:

   • Who will be in the room? What are their roles and interests?
   • What is the history of this topic? Any prior decisions or conflicts?
   • What is the political landscape? Are there hidden agendas or sensitivities?
   • How much time do you have?

2. Clarify the Goal: Define one clear, specific meeting objective. If there are multiple objectives, prioritize them and set a realistic scope for the time available.

3. Structure Talking Points: Create 3-5 key talking points ordered by importance. For each:

   • State the point clearly in one sentence
   • Provide 1-2 supporting data points or evidence
   • Define the specific ask or decision needed
   • Estimate time needed

4. Anticipate Questions and Pushback: For each talking point, identify:

   • The most likely question or objection
   • Your response (with data if possible)
   • Your fallback position if they disagree
   • Topics you should redirect or defer

5. Prepare Materials: List any documents, data, mockups, or pre-reads needed. Specify what to send in advance versus bring to the meeting.

6. Define Success: Write down what a successful meeting looks like in concrete terms — decisions made, commitments secured, or information shared.

Output Format

Present the meeting prep as a structured document:

## Meeting Prep: [Meeting Title]

**Date/Time**: [date and time]
**Attendees**: [names and roles]
**Duration**: [length]
**Meeting Type**: [1:1 / stakeholder alignment / cross-functional / executive review]

### Goal
[One sentence: what outcome you need]

### Context
[2-3 sentences: what attendees need to know going in]

### Talking Points

**1. [Point] (X min)**
- Message: [one sentence]
- Evidence: [data or example]
- Ask: [what you need]

**2. [Point] (X min)**
- Message: [one sentence]
- Evidence: [data or example]
- Ask: [what you need]

### Anticipated Questions

| Question | Response | If They Push Back |
|----------|----------|-------------------|
| [Q1]     | [A1]     | [Fallback]        |
| [Q2]     | [A2]     | [Fallback]        |

### Materials
- [ ] [Document/data to bring]
- [ ] [Pre-read to send by date]

### Success Criteria
- [ ] [Specific outcome 1]
- [ ] [Specific outcome 2]

Examples

Example 1: 1:1 with Manager About a Deprioritized Project

## Meeting Prep: Weekly 1:1 with Sarah (VP Product)

**Date/Time**: Tuesday 10:00 AM
**Attendees**: Sarah Chen (VP Product), Me
**Duration**: 30 min
**Meeting Type**: 1:1 with manager

### Goal
Get Sarah's support to keep the Notifications Revamp on the Q2 roadmap
despite pressure to cut scope for the enterprise push.

### Context
Last week's leadership meeting deprioritized three projects including
Notifications Revamp. However, NPS data shows notifications are the #1
complaint from churned users. I believe cutting this creates more risk
than it saves.

### Talking Points

**1. Churn data tied to notifications (5 min)**
- Message: 23% of churned users cite notification overload as a top-3 reason for leaving
- Evidence: Q4 churn survey (n=847), support ticket analysis
- Ask: Agree this is worth re-examining before final roadmap lock

**2. Smaller scope option (5 min)**
- Message: I've scoped a "notification preferences" MVP at 3 engineering weeks — 60% smaller than the original plan
- Evidence: Engineering estimate from Jake, mockups attached
- Ask: Approve the reduced scope for Q2 Sprint 2

**3. Q2 roadmap trade-off (3 min)**
- Message: I can absorb this by deferring the admin dashboard refresh, which has lower churn impact
- Evidence: Admin dashboard serves 200 users vs. notifications affecting 15,000
- Ask: Sign off on the swap

### Anticipated Questions

| Question | Response | If They Push Back |
|----------|----------|-------------------|
| Can this wait until Q3? | Every month costs ~$45K in preventable churn based on current rates | Propose a 1-week spike in Q2 to validate the approach, full build in Q3 |
| Does engineering have capacity? | Jake confirmed 2 engineers available in Sprint 2 | Can use the contractor budget if needed |
| What about the enterprise push? | Notification preferences is actually on the enterprise requirements list too | Position it as enterprise-enabling, not competing |

### Materials
- [ ] Churn survey data (one-page summary)
- [ ] Reduced scope mockups from Design
- [ ] Engineering estimate from Jake

### Success Criteria
- [ ] Sarah agrees to keep Notifications Revamp (reduced scope) on Q2 roadmap
- [ ] Alignment on admin dashboard deferral as the trade-off

Example 2: Cross-Functional Meeting on Design Timeline

## Meeting Prep: Design × Product Sync — Checkout Redesign

**Date/Time**: Wednesday 2:00 PM
**Attendees**: Priya (Design Lead), Alex (UX Researcher), Me
**Duration**: 45 min
**Meeting Type**: Cross-functional planning

### Goal
Align on a design timeline for checkout redesign that ships usability
testing results before engineering sprint starts March 3.

### Context
Checkout abandonment at 34% (industry avg 22%). User research completed
last week identified payment step confusion as the primary driver. Design
has competing priorities on the mobile app refresh.

### Talking Points

**1. Research findings summary (10 min)**
- Message: Payment step drives 60% of checkout abandonment — clear, focused problem
- Evidence: Usability study (n=12), funnel data, heatmaps
- Ask: Alignment that this is the right problem to solve

**2. Proposed design sprint approach (10 min)**
- Message: 2-week focused sprint — exploration week 1, testing week 2
- Evidence: Similar sprint on onboarding delivered 3 tested concepts in the same timeframe
- Ask: Priya to allocate one designer starting Feb 10

**3. Scope boundaries (5 min)**
- Message: Focus on the payment step only — not full checkout flow redesign
- Evidence: Fixing payment step alone could cut abandonment by 15-20pp based on the data
- Ask: Agreement on constrained scope to stay on timeline

### Anticipated Questions

| Question | Response | If They Push Back |
|----------|----------|-------------------|
| Can my team absorb this given the mobile refresh? | I've talked to Raj — mobile can pause visual polish for 2 weeks without affecting their March milestone | Offer to take the scope conversation to Raj together |
| Why not redesign the full checkout flow while we're at it? | Data shows 60% of the problem is isolated to payment step — constrained scope means faster impact | Propose full redesign as Phase 2 once we validate the payment fix |
| What research support do you need from Alex? | 5 usability tests in week 2 — I'll recruit participants | Can use unmoderated testing tool if Alex's calendar is tight |

### Materials
- [ ] Send research summary to Priya and Alex by Monday EOD
- [ ] Bring competitor checkout flow screenshots (Stripe, Shopify, Square)
- [ ] Draft sprint plan with day-by-day breakdown

### Success Criteria
- [ ] Priya commits one designer starting Feb 10
- [ ] Agreed scope: payment step only, full redesign is Phase 2
- [ ] Alex confirms usability testing availability in week 2

Notes

• The best meeting prep takes 10-15 minutes and saves 30+ minutes of meeting time
• Always prepare more talking points than you'll use — prioritize ruthlessly in the room
• If you can't state the meeting goal in one sentence, the meeting needs to be rethought
• Send pre-reads 24 hours in advance — don't ambush people with new information in the meeting
• For sensitive conversations, practice your opening sentence out loud
• Document decisions and action items during or immediately after the meeting — prep is wasted if follow-through fails

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