1️⃣ A seat in the meeting is not a veto Bain’s RAPID framework separates input from approval and final authority. Approval roles should be rare, reserved for constraints such as legal or regulatory requirements.
💡 Why it matters For the next blocked decision, name the decider and distinguish required approval from advice. Assign execution too.
☕ Coffee talk Who in your last decision meeting had quietly awarded themselves a veto?
2️⃣ Agree the hiring scorecard before meeting the candidate Structured interviews use common job-related questions and scoring criteria. Research supports their predictive value; interviewers should score answers independently before the panel discussion.
💡 Why it matters Set the evidence for a strong answer before interviews begin. Keep the most senior person’s verdict out of the initial scoring.
☕ Coffee talk Could your panel explain the winning candidate’s score without saying they just felt like a better fit?
3️⃣ A quiet team may be protecting itself Psychological safety means people can raise concerns without humiliation. It does not remove performance standards; fear of looking incompetent can keep useful information out of the room.
💡 Why it matters Ask for concerns about a live project and examine your response to the first one. Keep the performance standard explicit.
☕ Coffee talk Does the person who flags a project risk leave your meeting wishing they had stayed quiet?