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Ethan Mollick
@emollick
, 3 tweets, 1 min read Read on Twitter
This review article discusses the SCIENCE of having good meetings! A few key highlights...
Before the meeting:
✅only meet if needed
🎯set clear goals & outcomes
📄have an agenda that all review in advance
⏰make it short & relevant to all invited
1/3
journals.sagepub.com/doi/pdf/10.117…
During the meeting...
⏱arrive on time or
📋follow the agenda
🙋‍♀️🙋‍♂️everyone participates
💻📱never multitask
⚔️intervene if mood turns negative
🤪humor helps performance
🙅‍♀️leave time for objections
🗳Let everyone help decision-making. If a decision is made, tell everyone 2/3
After the meeting
📍Send action items and notes immediately
🤷🏼‍♀️right after meeting have brief after action discussion
🥇incorporate getting better at meetings into organizational goals

Some of this may seem obvious, but all these points are backed by science & worth doing! 3/3
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Ethan Mollick
@emollick
There is no reliable way to predict which founders will be successful based on their personality or innate characteristics (see 👇for more on this), but founders do differ in terms of skills from non-founders.. 1/4
This survey compared HBS grads who became founders versus those that don't. Some of this is unsurprising (including comfort with uncertainty), but it also suggests that founders are skilled at rallying internal & external stakeholders to a single vision. 2 hbswk.hbs.edu/item/skills-an…
Founders also are good at identifying opportunities for startups, and think about them in a different way than non-founders. There is a deep body of research on effectuation, the principles used by founders to evaluate new ideas. More on that here: 3/4 effectuation.org/?page_id=207
Read 4 tweets
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Ethan Mollick
@emollick
The most insidious social science theories are those that are disproven, but stick because they seem true. We see these in business: we've known since the 1950s that group brainstorming is worse for new ideas than working alone, but people like it, so they think it is better! 1/4
Or in education: There is no evidence that matching your personal “learning style” helps you learn. Why is the myth so persistent? People believe that they learn more when something matches their preferred style, even though they actually don't! 2/ digest.bps.org.uk/2016/10/05/it-…
The recent evidence revolution in psychology has debunked a lot of myths that feel true, but turn out to be flawed. For example, the Stanford Prison Experiment did not actually find that people given authority turned toxic & brutal, it was all a lie. 3/ thepsychologist.bps.org.uk/volume-31/augu…
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Ethan Mollick
@emollick
While I was reading about Theranos, I kept thinking about how much of the fraud was explained by "Symbolic Action." In a classic paper, Zott & Huy find that founders who skillfully use symbols do better. They identify 4 categories of symbolic action, all exploited by Holmes. 1/6
The first category is showing personal capability, and the paper describes multiple ways of doing this: you can look the part of the entrepreneur; you can conspicuously show connections to top schools; or you can show that you are personally "all in." Elizabeth did all three. 2/6
The 2nd category is showing that you are organized like a real professional organization. Common ways for entrepreneurs to indicate this are to have professional office spaces and the trappings of what people expect to see in a real firm. Elizabeth was very aware of this. 3/6
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