In-person, Distance, or B2B Courses

Our Executive Programs are also offered in an online modality. While personal contact has not been surpassed by technology, no matter how sophisticated it may be, we still strive to make this training as beneficial as possible.

It is essential to recognize the immense progress in training technology and its consequence of optimization in terms of available study time, providing participants with greater scheduling flexibility.

Team Management and Work Meetings

A training program to improve team management and the running of work meetings.

This program starts from a concrete need: improving one of the most widely used tools in working and organizational life, and also one of the most wasted: meetings. The course aims to turn ineffective, overlong or unproductive meetings into clear, well-run work sessions focused on decisions, action and verifiable results.

Coming soon

Format
Online or in person, on the indicated dates.

Duration
5 classes of 2.5 hours each.

Corporate Format
Also available for closed groups within companies or organizations.

Study Plan

Perhaps the first reason to take this program is that one of the main tools for productivity and teamwork — meetings — is usually not as effective or productive as we would like. And precisely because we want to fix that, this course offers a concrete way to do it.

Leading a group, steering teams toward a goal, seeking collective decisions, driving action and conveying information are essential skills in working and professional life. Yet we have often learned them out of necessity, because circumstances put us in front of them, not because we received systematic training.

 The central question of the course is clear: are we getting real results for the time, energy and resources we invest in meetings? 

There are historic meetings many would have liked to attend: diplomatic conferences, peace negotiations, the closing of major agreements or acquisitions between companies. But there are also far too many everyday meetings we would rather not attend, because they consume time, wear us out and do not always produce results.

People spend too much time in meetings and, in many cases, would rather not. Meetings consume time and can work against personal and collective productivity. Yet they are also where teams come together, solve problems, make decisions and build trust.

So, since we have to meet, the goal is to learn to do it in the most efficient, useful and productive way and, whenever possible, in a more dynamic and engaging way too.

Work Plan | Focus of Each Class

In everyday working life, one of the most frequent activities in companies and organizations is taking part in meetings. When we review a week of work, we often discover how much time we devote to them. This raises two fundamental questions: how much time they consume and how effective they really are.

The answers are often surprising. On one hand, there is the amount of time invested; on the other, the relationship between the resources used and the results obtained. In many cases, the feeling is not that time was invested, but that it was spent or even wasted.

Running meetings is a social and professional skill for which we rarely receive formal preparation. Neither school nor university usually teaches how to prepare, organize, run and close meetings effectively. It seems to be considered an innate skill, although doing it well requires learning, method and practice.

 Getting together in groups to work may come naturally; doing it correctly, productively and with a focus on results has to be learned. 

This is a sensitive topic because it requires time, resources and leadership. It is also a complex process: many decisions made at the meeting table are carried out late, executed poorly or fall short of the results originally imagined. If meetings are not well planned and well run, the result can be completely counterproductive.

One of the main risks is “meetingitis”: the tendency to call meetings constantly, react to everything with a meeting and turn them into a burden that hurts personal and business productivity.

Why This Course Was Developed

This course grew out of several practical observations in companies, teams and organizations:

We generally receive no training in how to prepare, organize, run and follow up on meetings.
Many people run meetings as well-meaning improvisers or learn “on the fly”.
Meeting management is rarely linked to leadership styles, even though the two are deeply connected.
A great deal of time, material resources and physical energy is invested in meetings whose results do not always justify that investment.
Many meetings produce frustration because they lack clear results.
In other cases, they raise high expectations at the close, but those expectations are not met for lack of follow-up.

 With the right technique, persistence and dedication, it is possible to replace unproductive meetings with effective ones that take less time, deliver better results and cause less personal strain. 

The program shows that there are other ways of doing things: other approaches, other methods and different ways of handling everyday situations that often end in frustration.

Class Plan

1. Introduction: Work Meetings

Understanding the role of meetings in workplace dynamics.
The meeting as a tool for productivity, coordination and decision-making.
The difference between meeting out of necessity and meeting with method.

2. Preparing the Meeting

Advance preparation as a condition for effectiveness.
Defining objectives, participants and structure.
Organizing timing, topics and expectations.

3. The Decision-Making Process

Decision-making within groups.
Factors that facilitate or block collective decisions.
How to lead the group toward clear, actionable agreements.

4. Leading the Meeting

Actively leading a meeting.
Controlling focus, time and participation.
The relationship between running meetings and leadership styles.

5. Solving and Preventing Problems

Common problems that arise during meetings.
How to anticipate deadlocks, detours and conflicts.
Tools to keep the meeting from losing direction.

6. How to Close a Meeting

A proper close as a fundamental part of the process.
Defining agreements, owners and next steps.
How to avoid closings that are vague, or emotionally satisfying but operationally weak.

7. Follow-Up and Control of Results

Following up on the results of a meeting.
How to turn decisions into real actions.
Tracking compliance, deadlines and responsibilities.

8. What to Avoid

Controlling and eliminating unproductive habits.
Identifying practices that consume time without creating value.
“Meetingitis” as an obstacle to productivity.

9. Virtual Meetings

Running effective virtual meetings.
Challenges of coordination, attention and remote participation.
Best practices for digital environments.

10. The Present and the Near Future

The evolution of virtual meetings in a global, interconnected world.
New forms of collaboration and coordination between teams.
Adapting to hybrid, remote and dynamic work scenarios.

Who Is It For?

It is for those who need to develop their ability to run and organize meetings, giving each participant a system of leadership and direction that improves efficiency and productivity.

 Recommended for directors, managers, supervisors, group leaders, meeting organizers, HR managers and anyone in a company or organization who needs to thoroughly review their meeting system and the way they lead planning and work teams. 

Additional Tools

Each course is made up of practical tools that participants can apply to their own reality from the very beginning.

TED talks.
In-depth articles.
Worksheets.
Supplementary videos.
Resources to broaden the practical base of each topic covered.

A Program for More Efficient Meetings

This program lets you take a critical look at how work meetings are prepared, run, closed and followed up. The goal is not to meet more, but to meet better: with less strain, more clarity, better decisions and concrete results.