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Most major accomplishments come from people working together. People joining forces to do something great. Somewhere, they had to meet. They had to create a plan. And communication is the key to accomplishing things as a team. However, we’ve all experienced meetings that are ineffective, lack direction, and seem to accomplish nothing but wasting our time. It’s unfortunate that most people dread meetings because it’s in the meeting room that strategic plans are created, products are launched, growth is conceived, and our futures are determined.
If your leadership team can master the meeting room, then they can create accountability, clarity, direction, and movement in any team. There are many types of meetings you will need to have in your company, and they should start with this format. For a leadership-focused meeting, the meeting should be 90 minutes long and should take place weekly.
· Scorecard Review
· Rock Review
· Customer/Employee Headlines
· To Do’s
· Issues List
· Conclude with Recap new To Do’s and Cascading Messages
· Rate Meeting
The purpose of the segue is to allow each team member to step into the meeting and step out of the daily work load. Each team member shares some good news personally and professionally.
Scorecard Review, Rock Review, and Headlines (5 minutes each) These three items on the agenda are for reporting purposes only. If there are issues (or items to be discussed), the topic is dropped down to the Issues List section of the meeting. Having discussions during the reporting phase only slows the meeting down, causing it to become unproductive.
The purpose of the Scorecard is to review 5-15 numbers that are most critical for you and your team to watch every week. Each number needs to have a weekly goal. If the number is not met, it is moved to “issue” status for resolution later.
Rocks are your top priorities for the next 90 Days. Stephen Covey made this concept famous in his book “7 Habits of Highly Effective People.” A Rock is owned by one person. People can have 3-7 Rocks per quarter, and everyone on the team should have at least one Rock. During Rock Review, the owner of the Rock will state that the Rock is either “On Track” or “Off Track” to be completed by the end of the 90 days. If they are on track to complete it, there isn’t anything to discuss in the meeting. If the person that is responsible for completing the Rock is worried that it will not be done, or they need the help from the team to keep the Rock moving forward, they can declare the Rock is off track. It will be dropped down to the issues list to discuss later in the meeting. To learn more about implementing a 90-day Rocks strategy for company, schedule a call with Jeremy.
Customer and Employee Headlines is to check in on anything that the team needs to know about a customer or employee. These might be simple reports or possible issues. Someone might say: “The XYZ Job is going great. The PM on the project said we are the easiest steel erector company he has ever worked with.” The team is glad to hear it, and then they move on. Or, “Bob put in his two-week notice yesterday,” which creates an issue to be discussed later.
If the meeting is on track, at this point, you are 20-minutes in and you already have a clear picture of what is going on in your company, and you are ready to begin removing any obstacles or barriers between you and success.
These are seven-day action items. Review the things that were committed to get done since the previous meeting. The goal is to complete 90% or more of the To Do’s each week. There are only two options when reviewing these: Done and Not Done. To create clear accountability, you must be extremely consistent that almost done is not done.
At this point in the meeting, you will have generated a list of issues. Take one final pass around the room to make sure that there aren’t any other issues that someone would like to add. Once you have the complete list, prioritize the top three most important issues and begin solving them. EOS Implementers teach a process for solving issues call IDS (Identify-Discuss-Solve). You can learn more about this by scheduling a call with Jeremy.
It is extremely important that meetings end on time in order for them to be effective. Regardless of how far along you are in solving your issues, you must stop five minutes before it’s time to concluding the meeting. Three things must be covered during conclusion: Recapping To Do’s, creating cascading messages, and rating the meeting.
Many issues that were solved during the meeting will require someone to do something before the next meeting. Read off all the commitments (To Do’s) that were made, to make sure that everyone is on the same page. Cascading Messages are essential for leadership teams. It is important that the team is clear on what messages can be shared and what messages must stay in the meeting room. This allows the team to speak freely during the meeting. It also helps the leaders provide a unified front to the entire organization when a message needs to be communicated. Finally, every team has its own way of communicating, and everybody comes to a meeting with a set of expectations. Rating the meeting on a scale of 1-10 brings clarity and helps fine tune future expectations
Teams that implement effective meetings will begin to gain traction towards their biggest goals and objectives, ultimately driving the company to success. If you would like to learn more about running great meetings, handling them remotely, and how they work in different areas of the company, or EOS implementation, schedule a call.