Our quarterly meetings signal the start and the end of each 13 week race and they provide leadership teams with the opportunity to review how the last quarter went, review strategic issues and set the quarterly priorities for the next quarter. My clients normally dedicate either a 1/2 day or a full day depending on their size and how established they are on their Scaling Up journey.
Just the leadership team.
When are they held?
I normally hold quarterly meetings at the end or beginning of each quarter so June/July, September/October, December/January and March/April. Some of my clients want to get ahead so run theirs at the end of the quarter ready for the start of the next quarter, others want the quarter finished before they review and set their priorities for the next quarter.
What is the Agenda?
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.
Actions from Previous Meeting
Review the actions from the previous meeting (Who, What, When).
Review the Previous Quarterly Priorities
Next, review how you went on the quarterly priorities. Did you complete your quarterly priorities by the end of the quarter (or when we planned to complete them)? Does everyone have shared visibility on how we did? If we didn't complete them what prevented us from completing our priorities? What can we learn from our performance over the last quarter
Top 2 - 3 Strategic Areas and Issues
Take time to review the top 2 - 3 strategic areas or issues. If there are key strategic issues that need resolving, resolve them now. If not, cycle through the key strategic areas so that they are reviewed at least every two years. You might chose to focus on 1 - 3 of the following?
- Core Ideologies (Core Purpose, Core Values)
- One Phrase Strategy
- Sandbox/Core Customer
- Profit Per X/X Factor
- Brand Promise
- Differentiating Activities
- Cash Conversion Cycle/Profit Per X
- LER (Labor Efficiency Ratio)
Set the Next Quarterly Priorities
As a leadership team, review and set the next quarterly priorites and the critical numbers you will use to track your progress against these quarterly priorities.
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.
What are the outputs?
- An updated One Page Strategic Plan
- A Who, What, When (Actions List)
- An Updated Issues List
Tags: execution, meeting-rhythms, daily-huddles, strategy,
Posted by : ged | On Monday, 15 May 2017 | Modified On Wednesday, 12 July 2017