David Julian Price Consulting

David Julian Price Consulting


I have a question regarding meetings, I tried to submit the question on ur website about meetings but it keeps asking me to subscribe to a ebook.
David and I will be in Albany November 13th. We are running two public workshops - one on Minute Taking, and the other is a Fast-Track Speaking Masterclass. Both events are linked to Eventbrite for easy booking.

We will also be at the Albany Rostrum Club on Wed 13th Nov if you would like to meet a great bunch of people and hone your public speaking skills.

Venue is the Bridge Club on Mill St, Albany

David Julian Price is like a personal trainer for your meetings and your speaking. He works with lea


Charisma - You Either Have It Or You Don't..Maybe Not.

Charisma is that magnetic quality that some speakers may have in drawing an audience. It is that certain “something” that the audience may not be able to name, but they certainly feel it. It is what makes speakers effective, and it’s what makes speakers convincing and influential.

Charisma also goes beyond public speaking. It could also apply to one on one conversations. A manager may be able to convince the VP to approve a project when they are charismatic, or specific direction and changes in an organization may be easier to implement when the person suggesting these has charisma.
Most people believe that charisma is inborn. While it is true that there are certain individuals that have a natural charm, and who can seem to get their way without much effort, charisma can also be learned and acquired. It may take practice, and for introverts and shy people, a lot of it, but as soon as one has learned the art of the charm and charisma, doors fly open.

See the full blog here: https://davidprice.com/2017/02/06/charisma-you-either-have-it-or-you-dont-maybe-not/


Meeting Mastery ® Tip#34

Make your minutes "action" oriented. Focus on what needs to be done, not on who said what.
There is a common misunderstanding that minutes are a record of what everyone said in the meeting.
Minutes are what was decided, and what needs to be done, NOT what was said.

Many organisations no longer have "minutes", they just have an action list.

I've been running minute taking training for 25 years and the model I teach is easy and ticks all the compliance boxes.


The empty chair - a great tool for decision making in meetings

There's great wisdom in leaving a chair empty in a meeting. It's subtle but important for the empty chair to be among the people.

In that chair you symbolically place your client, your customer, your stakeholders, the boss or CEO - whoever you need to consider in your decision making.

There are two elements at play here. The first involves you asking yourself (as a group) how the issue you're discussing, or the decision you're considering, will affect whoever you've symbolically placed in the chair.

Consciously look at the chair. The symbolism is very powerful. You can do this as many times as you need during the meeting to refocus and check you're on track.

The second element is to check your vocabulary. Vocabulary determines behaviour and attitude. Every now and then during the meeting, ask yourselves what would you be saying if the client, or CEO or whoever, were sitting in that chair at that very moment. It may change the tone or the flavour of the discussion and always for the better.

Who draws attention to the empty chair and its symbolic occupant? Anyone can and should do it. It doesn't need to be the meeting leader.


How long should your elevator pitch be?

Traditionally it was said that an elevator pitch should be 40 seconds. Why? Because in those days that's how long it took an elevator or lift to travel 10 floors.
The speed of elevators has changed - they are much faster now. So you need to be able to capture attention in 10 or 15 seconds.
Some pitches I have heard at typical networking events, go for a minute or so, but they often cram in as much about themselves as they can and the result is rarely positive. In fact it's nearly always worse.
A great pitch needs to be short and concise and tempt the listener to say either "how?" or, "tell me more".
One of the simplest, yet most effective pitches I have heard was at a networking function where everyone was there for the first time. It went like this: "If you have a blocked drain call me. Paul the Plumber"
You may think that is too simple but I would argue that because it is simple, it's memorable.
That pitch took 4 seconds and the day I was there, it was the most effective of everyone of the 20 other pitches made by other people. Everyone remembered Paul the plumber.


What is the difference between an ordinary meeting and a special meeting? Question asked by Pranav.

An ordinary meeting is one which is usually held regularly and has no special requirements dictated by either legislation (like the Associations Incorporation Act) or rules or constitutions of organisations or by-laws etc. For instance, a regular monthly meeting of an organisation is an ordinary meeting. At an ordinary meeting, you can deal with virtually any business except things which require special notice, or matters which the law or the Constitution dictates can only be dealt with at a special meeting.

A “special” meeting is usually called a Special General Meeting (SGM) or an Extraordinary General Meeting (EGM). The key here is the word “general”. A general meeting is one which has specific requirements laid down by law or by the Constitution. A general meeting means it is open to all members and all members have the right to a) be given notice that the meeting is happening, and, b) attend the meeting. The most common general meeting is the Annual General Meeting AGM).

Pranav has also asked - Can you have multiple items on the agenda for a special general meeting?

The answer is yes. You can theoretically have any number of items on the agenda but at a Special General Meeting, there will usually only be a small number and often only one. The issue is that notice must have been given for every item on the agenda. You cannot raise other issues at an SGM unless they are on the agenda.

So at an SGM, it is possible for instance that the meeting may consider a new budget, or new membership categories, or changes to the constitution. It is possible but unusual for more than two or three issues to be dealt with at an SGM.


Meeting Mastery ® Tip#33

Make sure everyone knows the decision making process.
Try this - at your next meeting, ask this question - "How do we make decisions in this meeting?"
You are likely to get blank expressions because people don't know how to answer the question - yes, really.

If people don't know how decisions are made, how can you make them?

Here are some answers that do tick the boxes:
1. We make decisions by majority. My question is then - how much of a majority - 51%, 66%, 75%???
2. We make decisions by consensus. My question is then what's your definition of consensus - believe it or not, most people say its 51% - That's majority, not consensus.
3. The boss decides - that's Ok as long as everyone understands. It's not OK if people THINK they are making the decision, but actually the boss does.
4. We take a vote - yes, but what percentage is required for a decision?

How do you make decisions in your work or community meetings?


Not sure how to pitch your pitch? Well, neither was Ross.

This is what he had to say about attending David's recent Pitching Bootcamp.

"I’ve always avoided situations where I may be expected to speak publicly in front of a crowd, so my initial response to attending David Price’s Pitching and Presenting workshop was irrational reluctance, with a mild fear of fluffing my lines and looking inept in front of the group.

Although I know my subject very well, the idea of verbally presenting it to the group without prompts was a little daunting for me. However, I knew I needed to push back against my reluctance, knowing I would improve my self-confidence, so I committed to the challenge.

Once we got underway, David’s lively and sometimes humorous approach and his clear and concise explanation of what we were about to do quickly relieved most of the tension.

When it was my turn to stand on the “hotspot,” I was much more relaxed than I had imagined. David gently encouraged me and the other participants to focus on the content of our presentations and the body language we portrayed, such that, from fumbling beginnings, we all ended up presenting a reasonably well-polished and confident pitch, tailored to our specific needs.

Overall, I found the workshop very useful, confidence building and even fun. I left with a real sense of having achieved a good start in the process of learning how to deliver a successful Pitch of my Fresh Air Dehumidification Unit invention to investors.

I thoroughly recommend David Price to anyone wanting to improve their confidence with public speaking, particularly in the delivery of an effective pitch for your particular product or service.

Ross Macmillan
HVAC Services Consultant


Speaking is about "what" you say and "how" you say it. In my experience, most people spend almost all their preparation time in the "what" and some spend no time on the "how". This is a fatal mistake.

The "what" is important - very important - but the "how" is what will make or break you.

My work is about the "what" and the "how" - working with leaders, managers and executives in high level speaking and presentation skills when the message matters and the outcome is critical.


Meeting Mastery ® Tip#32

Use "Points of Order" wisely.

A point of order IS:
* when the rules are not being followed
* drawing attention to a lack of a quorum
* when a member is being inappropriate in language or behaviour
* when the meeting has drifted from the question or the agenda

A point of order is NOT:
* disagreeing with what someone says
* expressing a point of view
* a way to say something that is not about the process of the meeting


Business Arising from the minutes - It can be a black hole.

I have received a question from Amanda in South Australia.

Business arising from the minutes appears on most agendas, especially community organisations.

The term means ‘any matters which have come up as a result of approving the minutes’. Often it’s just reporting on the action that has been taken as a result of a decision made at the last meeting (or previous meetings).

I’ll give you 3 examples:
1. Let’s say at the previous meeting it was decided to have a new sign placed in the building. Under business arising, the person who was delegated that task would report on its completion or progress, or lack of progress.

2. At the last meeting it was decided to obtain new insurance quotes. Under business arising, the person delegated to get the quotes would report – hopefully with a written report.

3. At the last meeting it was announced that one of the Life Members had injured themselves. In business arising a person may enquire as to that person’s health.

Business arising can be a bit of an endless spiral. Some people think erroneously, that business arising is going over every item in the previous meeting, talking about it again and sometimes even re-deciding. Business arising is NOT revisiting every item.

A good meeting will have 3 or 4 items listed about which some extra information is available, or action has been taken. Even for the action taken, it should be the major items and not just minor or administrative things.

Having said all that, I recommend dispensing with business arising completely. I suggest every item in the minutes about which there is something for the new meeting to know or consider, should be placed on the new agenda as a separate item. I know, I know that people will say that doing that would increase the length of the agenda. Correct. It will. But after 40 years of consulting on meetings I have learned that the following truism sounds strange, but is correct’ ……”The longer the agenda, the shorter the meeting. The shorter the agenda, the longer the meeting”.

The reason is that short agendas leave it open for everyone to have their “2 cents” worth. Longer agendas list every item and they are dealt with efficiently.

Rather than have business arising, I recommend to my clients they list everything as a separate item on the agenda. And, put the answers to the questions so they don’t have to waste time answering them in the meeting. This also makes it clear that this meeting should not revisit every item on the last meeting’s minutes – just those that need a report, or perhaps, an extra decision.

Business arising can be a black hole but if managed carefully it does not need to be.


Some leaders climb the corporate ladder and yet they somehow miss out on acquiring the skill to present and speak effectively.
We have all been at presentations where a CEO or director has spoken at an event and their staff have cringed in embarrassment. It happens a lot.

I have spoken to many leaders who have climbed the ranks but, to their regret, have never acquired the basic skills of speaking. There seem to be several reasons.

Years ago, in the 50’s, 60’s and 70’s, it was a common practice for up and coming leaders were told to go and join a group like Rostrum or ToastMasters to learn the skill to speak effectively. This apparently was especially true for lawyers and many who went on to become judges had learned the skill of presenting in one of these learning organisations. Young managers were told to get themselves off to learn to speak effectively.

The same does not happen today as it did in the past.

And so the result is way too many managers, executives and leaders, who simply cannot speak well.
The reasons?

Most people say they never saw it as important and by the time they became senior enough for it to matter, it was too late.
Some just felt they could not justify the time to develop a skill now that they were senior and their time was valuable. The underlying problem here is that speaking effectively is not a skill that can be gained “overnight”.
By the time they were managers, many were just too embarrassed to go to a course with people who may have been their own staff.

A small number simply never have, and still don’t think it is important – these are the people who tend not to hear feedback and so they don’t think there is a problem. It’s really hard to help these people who are not open to learning.

There is hope!
For most people who have “missed out” through their career, the only way to improve their skills is to have a coach. A coach can work like a laser and target the specific issues which need development. It takes several and perhaps many sessions but it can be done if the person is open to it.
There is so much that goes into a truly powerful speaker and it takes time to build the skills.

The biggest myth that flies around about speaking is that if the content is good, then the presentation will be good. Nothing can be further from the truth if a speaker wants to be effective or influential. The presentation of the content is always more important than the content itself. People with a technical background often fall into the trap of thinking that content is supreme.

As any audience member can attest – you can have the best content in the world, but if delivered badly it has either no impact or a negative impact. Ironically, the reverse can sometimes also be true – poor content, delivered really well can actually attract a really positive reaction.

Videos (show all)

Steve reduced his meetings by 110 minutes
Meetings! Meetings! Meetings!
DJP enrols in Master of Business Law degree
Joel Bauer speaks about working with David Price
Professor Allan Parker speaks about David Julian Price



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