Running Monthly Meetings

Monthly meetings are part of the daily, weekly, monthly quarterly and annual meeting rhythm cycle that is key to establishing flawless execution in the Gazelles Scaling Up process. As for all the other types of meeting, monthly meetings have a specific purpose within that rhythm.

Monthly meetings are an opportunity for the leadership team to learn and solve. Learning more about specific aspects of their business and solving specific tactical problems.

Here is how I run monthly meetings with my clients:

Monthly meetings are between 2 hours to all day depending on the size of the management team and how far along the "Scaling Up" processes the business is. As businesses get more familiar with the process, these meetings become shorter and more fluid which frees up more time for the leadership team to focus more time on market facing activities.

Introduction (CEO/MD)

The leader introduces the session with the key message they want to share with the leadership team. This is an opporutnity for the leader to focus the team on specific issues, challenges or situations or update the team if that is necessary. The leader then hands over to the coach and I run the remainder of the day.

Good News

The power of good news stories is underestimated in most businesses. Day to day issues and challenges are almost always negative and they get the air time. Taking a few minutes to share a round of good news sets the leadership team in the right frame of mind to attack the meeting positively. It frames the conversation within the context of the good things that have happened in the personal and professional lives of the people in the business.

As a group I get my clients to share:

  • Great outcomes and results since the last meeting;
  • Difficult problems addressed or resolved;
  • Recognition of effort or achievement "above and beyond";
  • Stories of employees living and demonstrating the company's core values.

Review Progress on Quarterly Priorities

Next, review the progress on the quarterly priorities. How are we tracking against where we should be at this stage in the quarter (remember, the quarter is a 13 week race)? Are we on track to complete the quarterly priorities by the end of the quarter (or when we planned to complete them)? Does everyone have visibility on how we are tracking? Do we all know what we need to do to complete the quarterly priorities? Is anything preventing us from completing our priorities? Does anyone need help and can you help anyone else. Finally, do we need to change or update any of our quarterly priorities?

Top 3

The Top 3 is a chance to spend detailed time learning about and solving 1 - 3 critical issues that will make the most difference to the busienss in the short term. I approach this section by asking each of the leadership team members to identify their biggest short term challenges. Having listed these I ask each member to vote on which ones need attention in this meeting. Normally, I do this by giving each person three votes. The ones with the most votes get the airtime. It is always worth checking that the issues are tactical and not strategic, if they are strategic they should be deferred to the quarterly or annual meetings unless it is critical to solve them now.

Having identified the top 1 - 3 issues, I use the following process for each of the issues.

  • What is the problem?
  • What is the question we need to answer?
  • What are the different perspectives we need to consider?
  • What is the result we are looking for?
  • How can we get the result we want in the most efficient way now? And, how to we put in place a real solution for the future?
  • Once we have a solution, are there any unintended consequences that arise from this solution?
  • What is our S.M.A.R.T action plan we will put in place?

Open Discussion

If there is sufficient time (often there is not), I'll open up the floor for a general open discussion. Sometimes, people need to get things off their chests and at this stage the team is both on a high (from good news) and also feeling like they have achieved something (Top 3). This is a great time to just get things out there as the team will probably just resolve them there and then.

Finalise Outcomes (Who, What, When)

Finally, capture and replay the outcomes with a Who, What When or similar.

One Phrase Close

Close with a one phrase close; how is the team feeling, did the day meet their objectives etc what ever they want to end the day on.


This format really works for me and the leadership teams I work with normally come away amazed at what they managed to acomplish as a group. Productivity and execution just doesn't happen like this when you are buried in the wirlwind of every day business as usual.


Posted by : ged | On Monday, 20 February 2017 | Modified On Wednesday, 12 July 2017


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