The Meeting
The author approaches this topic in the context of meeting with a new client (rather than typical meetings among staff).
Getting a meeting can be difficult, and the author advises against any sort of subterfuge (false pretenses, bribery, or any of an array of tactics), as it will be discovered and will undermine the trust. The best way to get someone to accept a meeting with you is through networking - establishing contact with them beforehand, or asking someone you know in common to help you.
Also, do not expect to get a meeting with a senior executive unless you are a senior executive - seek someone on your own "level" if possible.
For the meeting, travel lightly: bring as little "gear" as possible: a portfolio rather than a briefcase, and especially be careful of materials from other clients - your client should feel you are focused on them, rather than that they are one of many with whom you're meeting. (EN: I expect the latter may work to your advantage sometimes.)
In many instances, your first impression is made before the meeting: you will generally contact this person to make arrangements for a face-to-face meeting - it's important to handle these communications well, as it creates an impression of you, even before you meet.
It is likewise important to remember that you will also be creating an impression with everyone you encounter (or who observes you) on your way to the meeting: as you arrive on the premises, are greeted by a receptionist, are escorted to the meeting place. Anything you do could make it back to the person with whom you're meeting - so be aware.
On receptionists, present them with a card, and be courteous: the receptionist is a key gatekeeper. The card helps them to remember you name, your company, etc. as they are often busy or distracted.
In general, you will be made to wait. The author suggests remaining on your feet, as having to rise when someone enters is never graceful. Also, politely refuse any offer of refreshment (coffee) while waiting - you'll have to ditch it when they show up, and that will also be awkward.
The host should lead the guest to the meeting room. In cases of outside guests, they don't know their way around, and will need to follow their host's lead. As a host, it is common courtesy to guide your guest.
The best approach to sitting in a strange chair: stand so that the chair is touching the back of your legs, and sit about 2/3 of the way back in the chair. On posture: keep your feet flat on the floor and lean forward: do not slouch, or allow yourself to become overly relaxed: this can be interpreted as sloppiness or disinterest.
When meeting in an office, try to position yourself so that you're sitting at an angle to, rather than directly across from, the host (as a host, you can arrange such things in advance).
In a conference room where seating is not assigned, assume a powerful position: the seat facing the door - you will see people as they enter the room (and they will see you). If you have a co-presenter, have them sit directly across from you (preempting anyone else from taking the "adversarial" position).
Standing to introduce yourself is important - it's unusual in this country, but it makes a powerful statement that has a significant impact on the way that others perceive you.
Be prepared for the meeting - know what you are going to say and prepare your presentation carefully. Avoid visual aids as much as possible, as they are distractions from you and what you are saying.
If refreshments are offered, politely decline. If it's a long meeting, or if the host is indulging, it may be polite to join - but the author advises restraint: sip a beverage, pick at any food items. The food is not the point, and you shouldn't sacrifice making a good impression for the sake of a snack.
Having a printed agenda is important. Few do these days, and just having one makes an impression. It also keeps you "in control" of the discussion, discouraging others from jumping ahead or going off-road with the discussion.
Sticking to schedule is also important: you must be respectful of the other party's time.
If someone arrives late, do not recap. It's boring to everyone who had the courtesy to arrive on-time. The exception is that if this individual is a key stakeholder.
If you're on a tight schedule, best to announce that beforehand than to let it be a surprise - but in most instances, it's best never to be in a hurry. If the client wants the discussion to go long, that's generally in your advantage.