2.1. Building courage: HUMANS ENGINEERED in practice
Coffideas is not just an "event"; it is precise social engineering. We don't build bridges out of concrete and steel; we build them out of conversations, trust, and shared experiences.
The process is simple, but its psychological impact is powerful. For most of us, speaking in a group or a public forum is difficult. For some, the fear of speaking up is sometimes worse than the fear of death. When engineering group experiences, we usually start with pairs—because in a one-on-one setting, it's easiest to be honest, the intimacy is greater, and the fear of judgment is lower. This lays the first brick of courage. Then, once you feel that ground under your feet, we combine those pairs into fours, and finally, we hold a forum. This is scaling trust—from the individual to the community, step by step, without the cold shock of a sudden plunge.
"Humans Engineered" by Coffideas is courage in a capsule—thanks to structure, a sense of safety, and consistent rules.
This was our most humbling engineering lesson. We made a false assumption: we thought that participants would get the most satisfaction from being "receivers"—the moment when their topic is drawn and they receive support.
Reality verified this hypothesis. The strongest feedback we get is the sense of fulfillment that comes from the fact that my perspective helped someone else. This discovery confirmed the value of "Helping is learning."
At Coffideas, we don't just take the weight off people's shoulders; we give everyone a chance to feel a sense of agency. It turns out that being useful to another person is what builds the most lasting bridges and gives authentic pride. That is exactly how our trust engineering works—we design a space where everyone becomes an expert for someone else.
2.2. You are not alone: the "mirror" effect
Do you know what the most powerful, most liberating moment in Coffideas is? It's that second when you hear a "click" in your head and think: "Wow, they have it too!"
Often, you think that only your company is in chaos, only you are failing to deliver, or only you are afraid of AI. It's the "leader's bubble of loneliness."
Does that sound familiar? Then, suddenly, you sit down with someone from a different industry, a different world, and it turns out they share the same demons. It brings incredible relief and a sense of belonging. "Oh, you feel that too? Then I'm not crazy."
This builds a tribe faster than any corporate integration retreat ever could.
2.3. The magic of 15 minutes: structure and Parkinson's Law
We often hear objections like: "Hey, 15 minutes isn't enough; we need to have a deep conversation!" Absolutely not—that's the trap of thinking about time as an elastic resource.
We believe wholeheartedly in Parkinson's Law: Work expands so as to fill the time available for its completion. If you give people an hour for a meeting, I guarantee they will spend 45 minutes talking about the weather, traffic, and coffee, and the actual substance will only emerge in the final minutes.
We flip this. We use a "time-box." Fifteen minutes is the "sweet spot" of efficiency. It's enough time to exchange value, get inspired, and plant a seed—but too little time to start faking it, talking fluff, or building corporate facades. This time limit acts like adrenaline: it sharpens the senses and triggers the core essence of the talk.
2.4. How the phone connects: analog in a digital world
This is the paradox of our times that we are proud of. We use the phone (the app) to... force people to put their phones away.
Daily addicted to screens, scrolling, and likes—Coffideas uses technology in a subversive way: only as a "matchmaker." The phone tells you who you're talking to, gives you a topic, and then... it's meant to disappear. Technology should deliver us to another human like a taxi, not replace the meeting itself. At Coffideas, we are the "Guardians of the Analog," hacking the system with digital tools to restore humanity.
We've often been suggested recording conversations or generating AI transcripts. Our answer is short: absolutely not. Such tools tear the fragile fabric of trust and strip participants of their agency. At Coffideas, technology is meant to support presence, not archive it.
We took a similar approach to the automatic exchange of contact information. We deliberately didn't introduce this feature. Why? Because exchanging a "business card" is an act of trust and a conscious choice. When you do it manually—typing in a number or searching for someone on LinkedIn—you build a more lasting connection. This is trust engineering, where quality wins over quantity. Relationships established this way are strengthened because they stem from your decision, not system automation. It's a ticket to a real, human relationship.
2.5. Neurobiology of connection: why "relationship" is the missing piece of every meeting
Regardless of whether we are talking about a project team, an industry conference, or a local community—every human gathering is based on the same biological necessity: the need to be seen and to connect. In a world dominated by digital distractors, our strategy of presence must return to the roots of neurobiology.
The Neurobiology of Belonging (Social Baseline Theory)
Our nervous systems did not evolve for loneliness. From the perspective of Social Baseline Theory, the brain treats isolation as a high-risk state requiring massive energy expenditure. When we enter a group of strangers, our "threat scanner" runs at full throttle.
- Technology as an "Architect of Safety": Coffideas is not for building virtual worlds. It is a tool that optimizes the biology of a meeting. By intelligently connecting people into four-person micro-groups, we lift the burden of "social anxiety" off them. Technology does the hardest organizational work for us, so we can focus on what matters most—live contact and safe co-presence.
Mindfulness and Curiosity: Competencies of Being in Contact
In every gathering—from the board of directors to workshops—success depends on the competencies we develop together, which allow us to "anchor" ourselves in the relationship:
- Focused Attention: The ability to be "here and now" with another person. In an age of constant notifications, full presence has become the most valuable currency we can gift to someone.
- Open Awareness: Replacing judgment with an authentic opening to what the other person brings. This is what transforms an ordinary gathering into a space for an authentic meeting.
- Deepened Awareness: The understanding that a bond is built in every second of our presence, not just when we say something important.
Non-Verbal Communication: When the Body Says "You Are Safe"
Bonds and understanding do not happen solely through words. They begin much deeper. When we sit in a four-person group, our bodies, our nervous systems, and our entire physiology are already in conversation.
- Biological Dialog: Before the first sentence is spoken, our systems scan each other, looking for safety signals.
- Safe Structure: Because Coffideas sessions have a clear, safe structure designed by technology, our nervous systems can more quickly "let go" of their standby mode. In this shared space, the body feels it doesn't have to fight for survival, allowing for the creation of a deep bond based on the simple fact of co-presence. It is this sense of safety that allows us to truly hear each other.
Relationship as the Only Strategy
Let's stop designing events and meetings based on "the program." Let's start designing them for connection. A safe bond is not an "add-on" to social or business life—it is the foundation upon which our ability to cooperate, create, and survive in a world that demands more and more awareness is built. Moreover, it is critical from the standpoint of our physical health.
A sense of connection and belonging means a healthier immune system. It means fewer civilizational diseases—diabetes, obesity, chronic stress. We can give this for ourselves.
2.6. The role of the host: we are trust engineers
At Coffideas, we don't just "lead meetings." We design and hold the space where the unexpected can happen. Our role as Hosts is to be the invisible foundation upon which others build their bridges. We call this Trust Engineering.
Hospitality is in our DNA
For us, hospitality is more than just courtesy—it's an active stance. We believe that everyone who comes to us brings a unique world. We welcome that world with curiosity, guided by the "Yes, and..." principle. We don't judge the energy our guests enter with; we embrace it and give it direction. If we feel tension in the room, we don't pretend it isn't there. We hold space for it, creating a safe "harbor" for every emotion.
The session before the session: building the foundation
We've learned that trust isn't born on the "start" command. It sprouts in seemingly insignificant moments. Therefore:
- We are present before others appear. This is our time for the "session before the session." We talk, we joke, we are simply human. Because of this, when we start the process, we are no longer stranger "facilitators" but part of the community.
- We see everyone. We ensure that everyone who crosses the threshold (physical or digital) feels the full weight of our attention. A short "Hi, it's good to have you here" is, for us, the first and most vital element of engineering—a signal that this space is safe for you.
- We invite, we never force. Our experience tells us that authenticity flows from freedom. That's why we don't instruct—we invite everyone to explore together what happens when we collide our perspectives.
Holding the space (Human Steady)
In a jittery world full of noise, we strive to be a point of stability. We are mindful listeners who catch nuances. We aren't afraid of silence—we've learned to love it, because we know that the boldest thoughts ripen within it.
Our greatest success is the moment we become redundant. When we see the conversation "flow," barriers vanish, and people fall into a whirlwind of Creative Collisions—we know our engineering has worked. We've created a space where conversation has become a human superpower.
2.7. Know your audience
My most important rule when designing events is: know your audience. Not in a general, marketing sense, but very specifically. Who are these people? What roles do they play daily? What energy do they bring into the room, and what did they leave behind at home before sitting down?
This approach is the foundation of trust engineering. Regardless of the scale—whether it's an intimate workshop or a massive conference—the key is building a bridge. You must speak about what matters to them, using language that lifts the weight off their shoulders and builds a relevant connection.
Before you step onto the stage, visualize a specific person in the room. Don't target a "crowd"—design for the engineer seeking pragmatism, the salesperson hungry for relationships, or the student building their identity.
Ask yourself: What pains them? What drives them after hours? The more vivid this image is, the lighter the weight on your shoulders. This is trust engineering—when your words become a relevant answer to their challenges, the connection builds itself. It's an admission ticket to their world, not just a "presentation."
Once you have a map of your audience's needs, build bridges. Don't do it artificially—use natural references, stories, or questions that resonate with the group. It is this authenticity that makes a participant feel: "This is about me."
If possible, use a short survey before the start or talk to the event organizer. If you're organizing it yourself, ask about the goal: What objective do I want to help these people achieve? A few questions about fears and expectations are the engineering preparation of the ground. When you address a specific topic from the survey from the stage, the connection builds automatically. It's the simplest tool to remove the fear of "lack of fit" and turn a presentation into a real experience.
The host is not an "announcer" but a narrator and context engineer. Your work begins long before you step on stage—it's about gathering data, bios, and analyzing the speakers' styles to tie the event into one cohesive story.
At Coffideas, we know that knowing the audience is more than just statistics. It's about segmenting behaviors and motivations. You manage the energy of a room full of founders differently than you do a room of specialists. When you understand these differences, your means of expression become relevant "here and now." This engineering preparation allows you to hold attention and lift the weight of chaos off participants, turning it into a structured, valuable experience.
Structure follows dynamics
In Coffideas, "know your audience" is pure process engineering. We choose the event structure pragmatically:
- Long version: For groups needing context and grounding in the method's purpose.
- Short version: Focused on pace and instruction ("scan, enter, act").
The starting point is key. Sometimes we start with the "What" (technique and tempo), and sometimes with the "Why" (purpose and reason). This isn't an accident; it's an alignment with the group's dynamics. We take the need for improvisation off your shoulders—we choose the variant that will "land" best in a given community to build relationships with sense from the very first minute.
We have noticed a certain pattern in group dynamics:
- For groups aged 20–30 (and younger): Starting with the "What" works best. This generation is action-oriented—they need quick, technical instructions and pace. They build sense and value for themselves during the experience. The less narration at the start, the greater the engagement in the process.
- For groups aged 30–40+: Starting with the "Why" is crucial. Here, time is a currency invested very consciously. Before we move to technology, we must explain the purpose, values, and mechanism step by step. When we remove their need to wonder "why are we doing this," they enter the process with full trust and energy.
This is pure experience engineering: we choose the entry point so that everyone feels safe and can fully utilize their superpower of conversation.
Context is key
In Coffideas, we know the hardest part is the first step: entering a conversation topic. Participants often freeze, analyzing "is this appropriate?". Here, we provide pragmatic support—we offer examples of topics precisely tailored to their roles.
We suggest negotiations to salespeople, collaborating with business to engineers, and building self-confidence to students. This simple tool lifts the weight off their shoulders and instantly opens up the group. When a participant hears an example from their own world, they stop seeing the form as a task to check off and start seeing its real value. This is the foundation of our trust engineering—grounding in a familiar context ensures that conversations become deep and authentic from the very first minute.
2.8. Literally – know your audience
In "know your audience," physical presence is paramount. Don't just analyze personas on paper—go out to people as they walk into the room.
As a host, you have a unique opportunity for Trust Engineering right from the start. Approach them, introduce yourself, and ask one open-ended question: "What brought you here today?". A dozen or so of these micro-conversations serve as the best "here and now" research. You remove the "entry fee" to the relationship for the participants, while gaining invaluable insights into their energy. This simple, human act ensures that later, when you're on stage, you're speaking to specific individuals rather than an anonymous crowd. The quality of a relationship begins with the first "Hi."
Physically getting to know people from the doorstep provides you with an instant map. Within minutes, you discover what sparks their curiosity, what answers they need, and which metaphors to use so that the experience feels like "theirs," not "yours." This is Trust Engineering in real-time—you gain specific leads for facilitating the session and connecting the dots between participants.
On the other hand, this is the moment where you lift the weight of anonymity from them. A person who is noticed before the start feels cared for and becomes part of the event. They see a host who is truly present. This builds a safe structure and ensures that participants stop being a crowd and become a community ready for a conversation with sense. Relationship quality is designed from the very first handshake.
This triggers the natural engineering of reciprocity. When you give a participant a moment of attention before the start, you build a bridge that they subconsciously want to "return" through their engagement.
Such a person stops being a passive observer and becomes an active link: they listen more closely, enter the process more willingly, and support you with their energy. You lift the burden of anonymity, and in return, you gain a natural ambassador for the event. This is the moment when "know your audience" stops being a marketing slogan and becomes a pragmatic way of building the experience. A few minutes of conscious presence before hour zero ensures the room is simply "locked in"—ready for a meaningful connection.
2.9. "Yes, and...": improvisation with Coffideas
We previously mentioned one of the core principles of stage improvisation: "Yes, and..."—meaning "accept and add something of your own" (inspiring yourself and building upon what someone else has already proposed).
Looking at improvisation even more broadly—its essence is the spontaneous ("here and now") co-creation of stories and characters, their relationships, adventures, and dialogues. This happens without a plan, a pre-written script, or a director's fixed vision. To make this work effectively, a specific set of attitudes and interpersonal skills is required: mindfulness, active listening, engagement, curiosity, non-judgment, and openness to new perspectives and changes. Improvisation teaches these through experience in an incredibly effective and multi-dimensional way.
Exactly the same thing happens during a Coffideas session. People are matched by the algorithm into diverse teams and embark on a 15-minute journey. It has one general goal: to discuss a topic drawn from one of the people in the group. Everything else is a grand improvisation of mutual contact, exchanging viewpoints and experiences, and finding new "angles" on the subject. There is no detailed agenda or pre-determined result—only immense openness, cooperation, and curiosity about what could happen next, differently, or more innovatively.
Improvisation also teaches us to let go of perfectionism. It provides the space to experience that "you are enough"—exactly as you are. Today, in your current form, in this stage of life, and with your current level of experience. On stage, in spontaneous creation, it's easy to misunderstand, mishear, or misinterpret something... and time and again, it turns out that such a "mistake" is actually a great gift that opens up new, surprising creative paths. This radically changes our approach to errors, helping us accept them as natural elements of every creative journey, human interaction, and learning process.
Similarly, during a Coffideas session, we don't have to be perfect, know every industry, or compete to see who says the smartest thing. Sometimes, a single well-placed, non-obvious question or reflection from a person who mostly listens can trigger a profound and positive change.
Finally: Diversity. This is another foundation of both improvisation and the Coffideas methodology. We are different, unique, and exceptional. We have different life and career paths. When we agree to draw from this (acceptance again!), learning from each other and allowing ourselves to benefit from others' perspectives, we can build much more magnificent, original, and surprising worlds—for ourselves and together with others, for the common good.
2.10. Authenticity: safe vulnerability that brings us closer
We live in a world of constant self-branding. When you scroll through LinkedIn, you see an army of Victors, Visionaries, Change Leaders, and Infallible Experts. Everyone is "delivering," everyone is "scaling," everyone is "excited to announce." But inside, in our gut, we feel a need for something completely different.
We need authenticity like oxygen. We need permission to just be human. Not a "Top Performer" or a "Strategic Development Consultant" right away, but a person. More precisely—a Person with a capital "P."
Epic fail: a lesson in humility
I remember a moment that tested this truth. It was supposed to be a professional Coffideas session, everything planned to the last detail. And then—a classic of the genre—technology said "no." The page froze. I couldn't launch the session.
Minutes passed, and the silence in the virtual room grew thick. With every moment of waiting, the air left my lungs, my confidence melted, and the participants' enthusiasm began to fade as the delay dragged on. This is the kind of moment where you want to vanish into thin air.
The insight: truth brings us closer than perfection
What did this teach me? Social engineering is also about engineering your own emotions and having a Plan B. Today I know that you need to have an "extra story" up your sleeve for such moments and someone in the back-office to handle the fire while you hold the relationship with the people.
But the deeper lesson is this: the Coffideas formula builds a safe environment where such a mistake is not a death sentence.
It's a microworld where "the masks drop." When we take off the expert's armor and say, "Listen, something went wrong," paradoxically, people don't turn away from us. They move closer. Because they see themselves in us.
This safe vulnerability builds bridges. I've seen it many times while supporting communities like LinkedIn Local Poznań, Agile Poznań, or Digital University. Wherever we allowed ourselves to be "imperfect," relationships became deeper and cooperation became more human.
In a world that demands perfection from us, Coffideas gives us the luxury of being ourselves. A True Meeting—seeing each other, exchanging energy, and finding inspiration in the stories we bring with us. And that is also the greatest value we can bring to a team.
2.11. How to build a tribe, not just a contact list
When you're in your early twenties and entering the world of "big business," you sometimes feel like an alien from another planet. Everyone is swapping business cards, throwing around jargon, and asking, "Where do you see yourself in five years?". Meanwhile, you often just want to ask: "Hey, are you also sometimes terrified that you won't make it?".
At Coffideas, much like in my SML Foundation, I've discovered that age is just a number, and experience isn't synonymous with wisdom.
A lesson from the SML Foundation: the power of peer support
Building the SML Foundation and a community for young women, I noticed one thing: we aren't looking for authorities on a pedestal. We're looking for a "Big Sister" or "Big Brother"—someone who is a step ahead but still remembers what it's like to tie their own shoes. The traditional master-apprentice model ("I talk, you listen") no longer works. Partnership works. In my projects, girls from small towns connect with experts from big cities—not just to "absorb knowledge," but to exchange energy.
- The youth bring freshness, a lack of cynicism, and digital fluency.
- The experienced provide perspective and calm ("Human Steady").
Why Coffideas is a "game changer" for Gen Z
For my generation, "networking" often feels synonymous with artificiality. Coffideas "de-mystifies" it.
- Democratization of time: When the algorithm connects me with the CEO of a major corporation for 15 minutes, those 15 minutes are sacred. No one interrupts me because I'm "too young." I have a voice.
- A safe framework: The structure removes anxiety. I don't have to wonder how to start the conversation. The topic is already on the table. This allows even the most introverted "Next Gen" person to shine.
Reverse mentoring
My dream is for leaders to stop treating young people as "resources to be trained" and start treating us as mentors of the future. The world is changing so rapidly that we—raised in information chaos—often navigate the fog better. Invite us to the table. Not as "interns," but as partners in conversation. You'll be surprised how much we can contribute to your strategies.
Advice from Amelia
At the SML Foundation, we say: "Do dreams have an address?". They do. They live in the people you meet. Coffideas helps you find them.
2.12. Beyond the bubble of similarity: why traditional networking fails
My most important lesson from organizing meetings? People crave novelty and depth, but they are afraid to take the first step. Real connection doesn't happen because people suddenly become brave. It happens when the structure of the meeting becomes stronger than their fear.
As an event organizer and Experience Manager at Timeleft, I've seen thousands of people trapped in the same paralysis: suspended between the fear of imposing and the fear of being ignored. It's an exhausting dance—constantly scanning the interlocutor with questions like: "Am I boring them?" or "Do they even want to be here?". This lack of certainty kills any authenticity before the conversation even begins.
I often left networking events feeling burnt out by small talk. Do you know this defense mechanism? Either you cling to one random person because you're afraid to circle the room aimlessly again, or you retreat to a group of friends, closing yourself off to everything new. This is a scarcity mindset: the fear that nothing better will happen to you today paralyzes your curiosity. You settle for superficiality just to avoid awkwardness. This breeds resentment and, from a business perspective, locks you in a vacuum where nothing new can happen.
What amazed me about Coffideas is that you stop wasting energy listening to facts from resumes and immediately get to know someone's way of thinking. You can start by solving a problem you're currently working on and leave with tangible value after just 15 minutes. Most often, however, this is only the introduction to developing a deeper relationship.
Design instead of chance
The success of networking at an event depends on taking the weight of being an "attractive conversationalist" off the participants. Coffideas works like a well-designed game: it provides clear frameworks that liberate people from social paralysis. In this structure, the "click" moment occurs naturally, without forcing anything. The distance shrinks so quickly that before the brain can trigger its defense mechanisms, the speakers are already in the middle of a substantive discussion.
- Four is a safe testing ground: This group size removes the pressure to "please." The structure signals: "You belong here," so you don't have to waste energy wondering if you fit in.
- Difference as an asset: Instead of scanning differences for prejudice, the group focuses on solving a problem. People get to know each other through how they think, not through their job titles.
- The strength of weak ties: We open doors to people outside the bubble of similarity. It is precisely these "distant" contacts that bring the freshest opportunities and ideas—the kind we never hear from colleagues in our own department.
Advice from Aleksandra
2.13. Extroverts in Coffideas: Brain Fuel and Listening Practice
It is often said that Coffideas is a safe haven for introverts. This is true, but today we give the floor to the "other side of the Force." Does a strong extrovert find their place in the structure of a 15-minute sprint? Let's hear from Kinga, for whom conversation is pure energy.
"I am a strong extrovert—for me, a conversation with another person and the collision of thoughts is like the highest quality fuel. Ideas, thoughts, and doubts spoken out loud stimulate my brain to such an extent that I can even ask questions to myself—with no one around. And I do it out loud. The results are positively surprising."
In Coffideas, we don't waste time on a warm-up. We get straight to the point, which is crucial for high-energy individuals. As Kinga notes:
"The 15-minute sprints in the Coffideas method skip what feels unnatural to me: unnecessary small talk. At the same time, the fixed duration ensures that we immediately focus on putting the best cards we have on the table."
But Coffideas is not just about pouring out thoughts. It is, above all, a school of creative collision, where even the strongest urge to dominate transforms into synergy.
"What is most important—and perhaps most surprising: Coffideas gives me an incredible space to... truly listen. The 'YES, AND...' structure—instead of 'yes, but'—ensures that my desire to dominate the discussion turns into actively supporting others. Thanks to this method, I discovered new layers of superpower within myself—my energy doubles when I fuel someone else's ideas."
Kinga brilliantly compares the dynamic of a session to working in a top-tier restaurant:
"Teams during a Coffideas session work like a well-matched 'kitchen crew' in a very good restaurant—everyone gives their best, while remaining attentive to what others are creating. You automatically care about making the dish better. And that doesn't mean you always have to agree—but instead of throwing away someone's recipe, you suggest using different proportions or reconsidering adding a different spice."
The final effect? For an extrovert, it's a win-win situation. You get to speak your mind, but you return with something much more valuable than just your own voice.
"Thanks to this combo, I leave a Coffideas session feeling both heard and enriched by others' knowledge. LOVE IT!"
At Coffideas, we believe that conversation is a human superpower. Regardless of whether you draw energy from within or from your surroundings—our structure ensures you leave the session with a "full tank" of ideas.
2.14. There Are Too Many Conferences, Congresses, Workshops, or Seminars
There are too many conferences, congresses, workshops, or seminars.
I know something about this, as I've been creating them for the last decade.
This applies to every industry I've encountered: tech, finance, law, or public policy.
To every single one, because they all involved living people. Professionals, beginners, or specialists, most of whom didn't want to be there in the first place.
It's not malice; think about it yourself—how often do you truly think positively about the next "event" you're going to?
I am convinced that most organizers want to prepare their conferences as best they can. At the same time, the experience itself takes a back seat when the key is the agenda, speakers, sponsors, catering, or the venue ("must-haves").
What is missing is appropriately engaging hosting, introducing participants by name, longer breaks between panels, and involving the audience in the discussion ("nice-to-haves"). It resembles a school lecture, classes we were late for; the room is underheated, it's gray outside the window, and although we recognize a few faces, we cringe inside before approaching new people because they often want to sell us something. We, on the other hand, want to be somewhere else.
There are too many conferences, congresses, workshops! This surplus isn't just in Poland; my observations and experience come mainly from London, Brussels, Madrid, and Copenhagen.
Without stopping at the beginning and explaining the rules of interaction, I often saw absent listeners energetically replying to emails. It was rarely effective. Strangers checked over our shoulders to see if we were making mistakes better than autocorrect, while those performing disturbed our focus with their speeches.
Organizers have no control over the audience's attention. However, they can prepare the space to help with interaction through: respite from phone notifications, a short format, or clearly explained instructions so that everyone thinks about what to take away for themselves.
Are there too many conferences and congresses? Speakers themselves are not always orators.
It's as clear as day in my work in the media today—both mainstream and business. Before going on air, we check our guests thoroughly. If it's a politician, we want to be sure they will speak substantively. An expert? With emotion and at the right pace. Activists or scientists? Concisely and to the point.
The business community itself is often made up of experts sent by their industries. Specialists who see the detail, their fragment, often losing the big picture and the connections to other topics. For many of us, public speaking is still stressful. Suddenly, we are pulled in front of a strange and often absent crowd zealously replying to emails.
Without preparing the hosts, warming up the audience, or a kind of intermediate state where we can all talk in a smaller group, words simply won't come out, and sentences drag on without reaching a point. Even the best performers need a warm-up before going on stage, and we ourselves are only human.
There are too many conferences... ...that's exactly why what Coffideas does is one possible solution to bring us all back to earth. And what does it look like in practice? It's simple. Go back to the text and read the fragments written in italics.
But what do I know? Check it out for yourselves.