Speaking Situation: Leading a Meeting and Presenting Data

The Situation

You're no longer just a participant — you're running the meeting. That means you're responsible for time, for making sure the right people speak, and for leaving the room with a decision. You may also need to present numbers that the group will base that decision on. At C1, the challenge is to be in control without being controlling.

Opening: Purpose, Agenda, Outcome

• Thanks, everyone. Let's get started — we've got 45 minutes.
• The aim of today's meeting is to decide whether we extend the pilot.
• We've got three items. First,... second,... and finally,...
• By the end, I'd like us to have a clear yes or no, and an owner for the next steps.
• Anna has kindly agreed to take notes.

Stating the desired outcome is what separates a strong chair from a weak one.

Managing the Discussion

Moving on

• I think we've covered that. Let's move on to the budget.
• In the interest of time, let's take the last two comments and then move on.

Handling digressions

• That's an important point, but it's a bit outside today's scope. Can we park it and pick it up next week?
• Let's take that offline. (= discuss it separately, after the meeting)

Handling dominant speakers

• Thanks, Greg — that's really useful. I'd like to hear from some others as well.
• Let me stop you there for a second, because I want to make sure we get to the other items.

Bringing in quiet participants

• Leila, you worked closely on this — what's your take?
• We haven't heard from the Montreal team yet. Any thoughts?
• I'd be interested in your perspective, Kofi.

Tip: ask quiet colleagues specific questions — they're easier to answer than "Any comments?"

Presenting Data Aloud

Spoken data needs more signposting and less detail than written data.

Rounding helps listeners: just over 800 is easier to hear than 813. Give the precise figure only if it matters.

Driving to a Decision

• It sounds like we're broadly in agreement that...
• Are there any strong objections to going ahead?
• Let's do a quick round — one sentence each: yes, no, or not yet?
• We don't have consensus, so here's what I propose:...

Closing

• Let me summarize what we've agreed.
• So, the action items are: Tomás will... by Friday; Leila will...
• Have I missed anything?
• I'll circulate the notes this afternoon. Thanks, everyone — good discussion.

Dialogue: A 45-Minute Decision Meeting (Key Moments)

Chair (Mira): Thanks, everyone. The aim today is to decide whether we extend the free-trial pilot to all regions. By the end, I'd like a clear decision and owners for the next steps. Tomás, can you walk us through the numbers? Tomás: Sure. This chart shows monthly sign-ups. The key thing to notice is that they doubled after the trial started — from around 400 to just over 800. One caveat: conversion to paid is lower, about 18% versus 25% before. Greg: That's exactly my concern. If conversion drops, we're just giving away free— Mira: Thanks, Greg, that's an important point, and I want to come back to it. First, I'd like to hear from Leila — you've been talking to the trial users. What's your take? Leila: Most of them say the trial helped them understand the product. The ones who didn't convert mostly said the price was the issue, not the product. Mira: That's useful. So what this suggests is that the trial works, but pricing may need a look. Are there any strong objections to extending the trial for three months while we review pricing? Greg: As long as we review conversion monthly, I'm OK with that. Mira: Great. So, action items: Tomás will set up a monthly conversion report; Leila will summarize the pricing feedback by the 15th; I'll brief the director. Have I missed anything? ... No? Thanks, everyone.

Tips

• Send the agenda in advance and state the outcome you need.
• Watch the clock aloud: "We've got ten minutes left."
• Neutral chairing: if you have a strong opinion, say so explicitly and let others speak first.
• On video calls, name people when you invite them — "Any thoughts?" to a screen of twelve faces gets silence.

Common Mistakes

• No clear outcome — the meeting ends with "Let's think about it."
• Reading every number on the slide instead of giving the headline.
• Letting one person dominate because interrupting feels rude.
• Forgetting owners and deadlines in the summary.

Your Turn: Practise Speaking

1. Write and say an opening for a meeting you might run: aim, agenda, desired outcome.
2. Describe a chart from the news aloud in six steps: orient, headline, detail, interpret, caveat, implication.
3. Practise interrupting a "dominant speaker" politely and bringing in someone quiet.