In many companies one of the worst things that we perpetrate is discarding our victories and highlighting our problems! Too often we are on to our next mountain to climb before we acknowledge those who have helped us reach the heights. We need to do a better job of adequately celebrating our victories and those who were accountable for them. The Thin book of Appreciative Inquiry describes the benefits of recognizing what you are doing right. More recently the book Switch emphasized the importance of highlighting “Bright Spots” as integral to discovering solutions. Strategic Disciplines quarterly meeting intends to correct this oversight.
Strategic Discipline Blog
Every company talks about it, yet not many make the commitment and follow through. That commitment is to training. The monthly meeting is a structured, consistent discipline for training when following the agenda we suggest.
There’s much more to the monthly meeting agenda, yet if it can accomplish one dedicated hour to improving your team’s education and learning it can reward your business many times over with improved efficiency and performance.
The Monthly Meeting should be held as soon as possible after the Financial Results are available from your Accounting Department. One of the most important aspects of the Monthly Meeting Cycle is to see how the organization is performing financially – in actuality – against Quarterly Priorities and Metrics.
The other primary aspect of the Monthly Meetings Rhythms is to spend some quality time evaluating progress on the Quarterly Priorities – and making decisions on any Corrective Actions that need to be taken, should performance not be tracking with the progress needed to deliver on all Accountabilities to the Plan from each SPA (Single Point of Accountability) – The WHO on the Who, What, When Accountability List.
When we speak of Mid-Course Adjustments, we are speaking of precisely that – WHAT is your Corrective Action to get your Accountability back on Plan? While there may be explanations offered in this environment, there can be no excuses for failing to deliver on one’s accountabilities to the Plan.
You will also want to devote time to one or two lengthier subjects of either Strategic or Tactical/Operational Issues. Pick an item or two which need an immediate and a wider level of discussion or discovery -- usually something that is taking shape as an Obstacle or a Chokepoint – and drill down on the subject, with the intention of advancing solutions to remove the obstacle or the chokepoint, before it begins eroding or affecting results.
This Meeting should run about 1-2 hours, and no more. Maintain focused discipline in managing the timeframe, and make every minute together count.”
Here’s our suggested agenda for the Monthly meeting:
15 Minutes - Review Priorities and Last Meetings Actions.
Every day, depending on the area you live in, you see this universal symbol telling you when to stop or go. As part of Strategic Discipline we expect our clients to provide metrics for their company, team and individual performance. It’s a part of the weekly meeting agenda. That might seem sufficient to provide accountability, yet when conducting meetings we feel it’s important to dispense with the numbers as quickly as possible in order to get to the meatier topics that can help the business build momentum. The metrics need to communicate quickly whether success is being achieved or there’s work to be done.
Before moving to the agenda on weekly meetings I thought I should approach a question a lot of people have about meetings. Why? Why more meetings?
Last blog I promised more on essential meetings. This blog is on Daily Huddles and subsequent blogs will review the agenda, intention and value of our recommended meeting rhythms.
Do you wonder why your people are so frequently unaccountable to the results you expect? How often are you asking them to be accountable to your expectations?