Meeting Prep/Questions...

18 Comments

1. Barb HansenFebruary 24,2026 at 1:21PM UTC

   If I felt this meeting was going to turn into a “here’s everything you’re doing wrong” session, I would prepare for it, not emotionally, but strategically.

   First, I would talk to my manager beforehand. I’d say something like, “I want to make sure this meeting is productive. If there are concerns about my work, I’d prefer we focus on specific processes and solutions.” That sets the expectation that this is about improvement, not a pile-on.

   Then I’d prep in a few practical ways.

   * Ask a few PMs individually ahead of time: “Is there anything in my current process that’s creating friction for you?” That way you’re not blindsided.

   * Be ready to acknowledge where the previous admin’s methods worked well. There’s history there, and people are attached to what feels familiar.

   * Clearly explain the reasoning behind any tweaks you’ve made, especially how they reduce redundancy or increase productivity.

   Offer to collaborate on process improvements rather than defend everything. For example: “If we want to adjust this, let’s agree on one standard so we’re all aligned.”

   If the dynamic tends to be people talking around you instead of to you, you can also calmly redirect in the meeting: “I’m glad we’re discussing this, can we walk through a specific example so I understand what needs to change?” That shifts the conversation from vague criticism to actionable feedback.

   If you’ve already tried all of that and the pattern continues, then the issue may be less about process and more about culture, and that’s a different (and harder) problem.

   But going in prepared, solution-focused, and calm will put you in control of your side of the equation.

2. AnonymousFebruary 25,2026 at 5:07PM UTC

   Was in a similar situation where females were not equally treated in a large family owned business. Turned into a “Lord of the Flies” on constant repeat. Keep your options open. Rarely will this situation clear up even if come prepared to meetings and have discussed with manager. Male players not always a fair game.

3. RachelFebruary 24,2026 at 2:19PM UTC

   They need to see clear as day why you're doing things differently. Have the receipts. Meaning, if this is supposed to make their lives easier, then tell them how and why. You can then ask, if you don't see them as easier, I can go back to the original way.

   I work in continuous improvement so if I found something less complicated and saves time, it would be a win in my book.

4. Tami CannizzaroFebruary 24,2026 at 4:01PM UTC

   I feel you - when I see ways to make improvements is easy to want to jump in with solutions that seem simple. Early in my career I learned not to do this by watching how a new manager handled a situation that needed a lot of change. He spent a month or so learning the current ways of doing business, combined with asking questions of employees in each department about how things worked. Took tons of notes. He identified that, as a side note, employees were under-appreciated. Decided to hold a holiday party for the first time in years. Huge success. Immediately following this event, he slowly started rolling out changes. Meaning, one at a time he would introduce something new. He'd let everyone get used to the new thing, then a few weeks later, introduce another new thing. This way, everyone acclimated to each new change, he gave enough time for them to adjust to whatever the change was before introducing the next one. It avoided the feeling of "everything's changing", "that's not the way we do things", etc. Sharing this as there may be a way for you to pull back right now and try again, incorporating a slow rollout to gain buy-in; just something to consider.

5. AnonymousFebruary 25,2026 at 4:52PM UTC

   Go into the meeting open minded and not as a victim. I would prepared a short presentation about how to work with them and show them the process improvements you have made that have eliminated stuff that was redundant. Ask for feedback about what other things need tweaking and openly say, "yes, I know you might have done it differently before and change is hard but I am here to help and not harm and to make things better". Aim for the end result and not the nuances of how you do your own work.

   If you take control and ask for feedback that is productive and not destructive you will be able to set standards going forward for what is good and will be fair. If you get any negative feedback or they criticize you, let them know you are only open to getting tweaks that are helpful and not directed. You can do this!

6. Beth Whight MoralesFebruary 25,2026 at 5:18PM UTC

   I can’t give you better advice than Barb on strategy here

   But emotionally - DO NOT TAKE IT PERSONALLY. Approach this as if you are leading a project and trying to make everyone comfortable. Articulate the why you are doing what you are doing and don’t react when they start to go at you - if that’s what happens. They can be emotionally but you as a savvy businessperson recognize that processes don’t deserve emotion but they deserve to be defined instead. So work with the teams to define the processes that make them comfortable and follow them. If there are glaring inefficiencies then politely point out there may be a more optimal method (limit to one or two) and let the teams talk, come to an agreement, follow the process.

   In a month or so start suggesting changes. Track those changes over time to document “efficiency gains” and present at your annual reviews.

7. Kimberly McKenzie-KlemmFebruary 26,2026 at 1:24PM UTC

   Have your own "talking points" prepared. Ask more questions than give directives or defensive speeches, and be willing to not engage in every conversation in the meeting, but take notes of anything that might be relevant to your position once the meeting is over.

8. WandaFebruary 26,2026 at 2:00PM UTC

   Go in confidently and ask them to give you pointers on what ways that you could best serve them.

9. Kelly MeigsFebruary 26,2026 at 2:14PM UTC

   THIS: recognize that processes don’t deserve emotion but they deserve to be defined instead.

   I love it Beth!

10. Teff AyralFebruary 26,2026 at 2:50PM UTC

    Perhaps, hold regular retrospectives with the team to gather their feedback and share how things are being done along the way.

11. AnonymousFebruary 27,2026 at 1:24PM UTC

    Consider setting up 1:1's with them to ask how things are going, if there are any changes they would like to see in how the project is administered, if they won't be honest face-to-face, consider doing an anonymous survey, you may have to meet them a bit in the middle but if you are asking for feedback and they aren't providing it then you can push that back at them (nicely). I asked "xxxx" and the feedback I got was this so I'm not sure what you are referencing as it doesn't appear to be an issue or whatever the case is. Or if they gave you feedback for change, then you can say I asked for feedback, you said "xxx" and I made the change. Change is hard for some people. You've got this.

12. Farah BajwaFebruary 26,2026 at 8:04PM UTC

    There may be some growing pains here as they adjust to your way of doing things. I've been there. Grumbling and growling until they saw the benefit and that they didn't have to do as much work themselves. Have patience. Maintain your self confidence. Focus on one or two items at a time to help them acclimate. Remind them that you're not the project admin that retired. They'll sometimes forget that.

13. AnonymousFebruary 27,2026 at 2:41AM UTC

    just spontaneously burp angrily if someone criticizes you. Works for me every time.

14. AnonymousFebruary 27,2026 at 4:36PM UTC

    I gotta remember that.... lol

15. Autumn MeekerFebruary 27,2026 at 5:45PM UTC

    Yes! What Barb and Beth said.

16. AnonymousFebruary 28,2026 at 12:24PM UTC

    I disagree with everyone. No one should have to go to a meeting and hear everything they do wrong. It's humiliating whether we take it personally or not, and if everyone in the team is doing it, it does sound like a group effort. It sounds an awful lot like bullying. So much so, you are hesitant to go to this meeting. First of all, what you are "doing wrong" should come from your manager. I find it hard to believe that you would be part of a "team" who feels that this the best use of team time is to focus on your flaws. I would stop the meeting if it turns into this and say what you wrote. "I don't understand why you aren't coming to me with these problems." I was in a meeting like this once and literally put my hand up (the meeting was pretty brutal) turned to my manager and asked, "Am I being fired?" When she said, "No," I stood up and said, "I think you and I should talk about these issues privately. I'm taking a break." and I walked out. I did leave a few years later. Yes, they were bullies.

17. Jamie CarpenterFebruary 28,2026 at 7:35PM UTC

    This is a prime example of many of the things wrong with the work place. They had someone there for 30 yrs...They are gone but there were no standard procedure guides they had on how they wanted the work done. Straight BS

18. KathyMarch 2,2026 at 4:56PM UTC

    Schedule one on one meetings with each of the participants in the group meeting prior to the group meeting.

    Within each one on one attempt to determine the methods used by the previous project manager both good and bad. Request ideas for improvements if you feel they can offer positive ideas. Don't allow anyone to bully you. Stay calm if they do start bullying.

    During the one on one, explain that you plan to create standard procedures and would like their ideas.

    Armed with all of this information and previous relationships created during the one on one meetings, create a plan and present it to the group.

    Postpone the group meeting until you are ready with your plan.

    Good luck!!