Each person shares one good piece of news – business and/or personal.
Review the scorecard figures. This is an opportunity to ask questions and to raise any issues relating to the numbers. Issues go onto the issues list.
3Rocks on/off target
This is a quick review of the quarterly rocks (company and personal) where each person says on-target or off-target for their rocks, and if there an issue to be raised. Issues go onto the issues list.
Update from departments about what they’ve done in the week and the plans for the coming week.
This is also an opportunity to share things like employee achievements, new clients, feedback etc.
Review the previous weeks’ actions. There’s no need for in depth updates, just answering the question if it was done or not for accountability. Any issues with the actions can be added to the issues list, if they’re worth discussing with the leadership team.
This should take up the most time in the meeting (at least an hour). There should be a list of issues raised by the leadership team. Departmental issues should be pushed down to that team.
Prioritise 3 to 5 issues and start processing them.
1. Identify – The person who raised the issue should state it, then the attendees can ask clarifying questions to ensure that the real issue has been identified.
2. Discuss – Everyone should have the chance to contribute their view. Be wary of going off on a tangent.
3. Solve – Determine the resolution that often will become an Action to be added to the Action list.
7Conclusion – agree information
Assess if there’s anything that needs to be communicated to those outside the meeting.
8Conclusion – review actions
Review the actions that have been agreed in this meeting.
9Conclusion – score the meeting 1-10
Ask each attendee to score the meeting out of 10. Ideally people would explain their scores so you can understand perceptions on the meeting.
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