Below is a check-list of questions we might ask ourselves in preparation for a meeting with a decision-maker (e.g. Bill Rammel).
It is based on the guidance in the Oxford Research Group's handbook '"Everyone's Guide to Achieivng Change - a step-by-step to dialogue with decision-makers" (sections of which are on other pages of this this wiki).
What's your goal? What do you want this meeting to achieve?
E.g. is it to gain information or raise questions or establish a relationship (at the very least, you will want to keep the door open for a further meeting)?
What's your single main point?
In a half hour meeting you may only get one point across. It might be an indirect point (eg that your group is worth taking seriously) or that it is part of his job. Think of different ways of putting it, and different example of it.
Opening pleasantries
People expect sme fairly bland chat before getting down to specifics: anything else is perceived as hostile.
Opening statement (getting down to business)
Purpose of this is to limit the conversation to the territory you have chosen.
Keep it short and end it with a question which should steer him off in the right direction.
Questions to steer or control the conversation
You need to steer the conversation in the right direction.
Devise at least 10 questions, in case the conversation flags or gets pulled off course.
Don't go in armed to the teeth, using them like ammunition.
Leave the more precise questions, requiring more careful thought, till later.
Will your questions allow ambiguous or uninformative answers?
Is it clear what will constitute an answer?
As the conversation develops, look for opportunites to relate what he is saying to the single main point.
How will he respond, how will you react?
Anticipate what may happen, and be prepared by stepping into his shoes.
The decision-maker will have his own set of attitudes, beliefs and values, and you will only engage with him by respoding precisely to these - not by responding to some identikit versin of what you think they think. This is why, before a meeting, you must try as far as possible to put yourself into the decision-maker's shoes.
Emphasize areas of agreement. don't rush too soon to the disagreements.
How will you end the meeting?
It is better to wind it up yourselves than get pushed out in mid-sentence.
If he closes it, make a brief final statement.
This could include: areas of agreemnt, your main point, something you have learned from him, something you want to think more about, an unresolved issue you might talk about in the future.
How will notes be taken?
You may need to check if he objects to notes being taken.
You could have one person responsible for note-taking, or take turns (one person taking notes while the other asks 'their' questions).
OTHER QUESTIONS - could we ask his staff in advance ...
Will he object to notes being taken?
How long is the meeting likely to be?
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