A Leaders Perspective — Your Quarterly Review by Leon Goren
4 Management Meetings that Enable a Winning Culture
1. The Daily Meeting – Translating priorities into action.
These meetings are difficult to co-ordinate with teams that travel; however they are quick, no more than 5 minutes, and create an understanding among the team about the key priorities for the day and their importance to the organization.
We find these meetings highly successful at driving accountability and identifying any weaknesses on the team before they become a problem. Think about using these meetings lower down in the or-ganization, especially with those employees who are critical to your execution with the customers.
- No Chairs – everyone stands.
- Same place same time every day.
- Each team member reports on their day’s activi-ties
- No cancellations – even if only 2 people are there.
- Members can call in as an alternative
2. Weekly Tactical Meeting (the management team) – Focusing on tactical issues of immediate concern
These meetings are looking for resolution of issues and reinforcement of clarity. As management we are looking to identify and overcome the obstacles that we maybe facing in the week ahead.
Time Required: 45 to 90 Minutes (depending on fre-quency)
- No Prep – A real time agenda developed during the first 15 minutes of the meeting following everyone’s update noted below.
- 5 Minutes/Person; Mentioning of 2 – 3 Priorities for the week
- The opportunity – to identify potential redundan-cies, gaps, or other issue that require immediate attention.
- Routine reporting of critical information or met-rics: revenue, expenses, customer satisfaction, inventory etc… THE DASHBOARD.
- Do not get into Long-Term Strategic Issues. This meeting is not the time to talk about strategic issues – we are here to deal with issues and op-portunities. We are concentrating on Short Term Tactical fixes.
- Everyone must be in attendance (live or virtual)
3. The Monthly (Quarterly) Strategic Meeting
This meeting is the time to wrestle with, analyze, debate and decide upon critical issues (only a few) that will affect the long term business in fundamen-tal ways.
Time Required: 2 – 4 hours The Format:
- Avoid putting too many items on the agenda.
- Make sure you schedule enough time.
- Preparation is required ahead of time.
- You’ve identified the key issues and challenges at the weekly meetings – you’ve pushed them to the monthly meetings. Do the prep work for a strong conversation.
- Your Role as the CEO/Leader – Mine for the con-flict and don’t let anyone take it personal.
4. The Annual Offsite Review (Specifically discussed for the Executive Team)
These offsite reviews are critical at providing the executive team with an opportunity to regularly step away from the daily, weekly, even monthly issues that pre-occupy their attention so they can review the business in a more holistic, long term manner.
Time Required: 1 – 2 Days
- The Format (some more common ideas, but we
- tailor to the needs of our clients):
- Comprehensive Strategy Review and a reassess-ment of the strategic direction.
- Great opportunity to review the strategy map.
- eam Review – regularly assessing themselves and their behaviours as a team, identifying trends that may not be serving the organization.
- What do we need to start, stop and continue do-ing (ongoing conversation)
- Personnel Review – High Potentials across depart-ments and how do we manage and retain them.
- Competitive and Industry Review
- Market analysis (how we play and where we play – The Game Board)
- Do not overburden and over structuring the meetings. Keep it to a tight schedule and avoid the lengthy informational sermons. We are here to talk about the state of the organization not review white papers.
- Get out of the office but avoid the boondoggle by having them at exotic locations that require ex-tensive travel. We are outside of the office to avoid the distractions.
- Avoid inviting outsiders (other stakeholders/board members, employees) it affects the team dynamic. We are interested in conflict.
- Consider using an outside facilitator someone who is trusted by the team, understands the or-ganizations business and is driven to help the team accomplish its objectives rather their own. This allows the team to concentrate on the op-portunities and issues while having another set of eyes and ears present.
The above is a compilation of Patrick Lencioni’s book Death by Meetings and our experience at PEO.