Welcome to Manager Tools. Today's topic, How to Handle Meeting Killers. Chapter 3, The Naysayer.

Here we go. Oh, We've talked about meeting killers before and today we're going to talk about an

ace here and for those who don't remember this harkens back to an article that was

headline Meet the Meeting Killers that was in the Wall Street Journal.

15 May 2012 in fact.

Right.

And we agreed with some of the things they said we have a slightly different perspective on some of them.

Yeah, we generally I find most writing about management suggestions to be awful.

I mean, not just bad or benign but truly

malignantly awful.

Malignly un-un-deserving of printers ink. I mean really bad. This one was tolerable.

In fact we're going to highlight a couple of places

where it was actually good and this article redeemed itself by having a list of things we totally

agree with, we know work at the end of it. But this is also my favorite cast in this series simply because

naysayers really ticked me off and unfortunately the more senior people, people with a lot of experience,

often take on the naysayer role, particularly with younger managers, and I find it unprofessional.

Oh yeah, I just want to share my experience with you and let you know there's risks here.

You just want to strangle them and go, risks, oh yeah, that's right.

Yeah, let's come up with something that's really profitable that has no risk.

Yeah, so I have a particular bone to pick with naysayers.

And look, this cast is like the others in the series.

We're going to tell you what they do, and we're going to tell you how to stop them from doing it.

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