Exec's Program #7: Meetings

THE EXECUTIVE’S PROGRAM SESSION 7 WHY AND HOW TOP EXECUTIVES USE MEETINGS TO GET BREAKOUT RESULTS.

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PURPOSE AND LEARNING OBJECTIVES Purpose: To learn how top executives use meetings to achieve break-out results.

Learning Objectives: An understanding of…

• Why meetings are important • What a great meeting looks like • How to prepare for, run and follow-up from great meetings • Which meetings you should be having

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AGENDA 1. Orienteering and recap 2. Why meetings matter 3. What great meetings look like

4. How to run great meetings 5. Meeting battle rhythms 6. Breakout session 7. Summary, reflection and assignment

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SECTION 1 ORIENTEERING

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RECAP: STEP-BY-STEP Session Topics

If you did just one thing…

The Habits

Use your calendar. Set 3 “I Musts” each week and map them to your calendar.

Strategic Planning

Write down your 5-year plan. Start with your Guiding Statements, and KISS and use it (Coffee Stains) to set your annual plans.

The AMP

Write down you AMP. The Strategic plan is the input. Use the AMP to set quarterly and monthly OKRs.

Governance

Have a diverse group that gives you feedback and holds you accountable.

Welcome their feedback! Follow your own rules.

Execution

Build your binder (second section). Run great meetings (today).

Memorize your guiding statements and AMP SMART goals (first section).

Management Teams

Have an org chart and use it to organize your company. Prepare PAs for those connected to you (your management team).

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BUILD YOUR BINDER

Don't let perfect be the enemy of good 6

WHAT WE ARE BUILDING

Plan A Planning System

Execute Organizational Structure For organizing

Position Agreement For unit managers

Strategic Plan

Standard Operating Procedure For functions

Role and Purpose (why) AMP - OKRs Quarterly - OKRs

Accountable for List of Responsibilities People Responsible

Operations BU Division

BU

Reporting / Targets Person Accountable

Admin

Monthly - KRs

Daily - Calendar

Meetings Steps

CEO

Weekly - Legend

Battle Rhythms For accountability

BU

BU

Standards (KPIs) Standards at each Step KPIs

Gender considerations should be included at each stage, from ensuring a diverse team develops and is included in the strategic plan, to ensuring diversity in the organizational structure, the standard operating procedures and reporting/targets.

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SOPs Proprietary and Confidential to Renew LLC

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THE SOP DEVELOPMENT PROCESS Write it down / Refine it

GET TO THE NUMBERS #

Train: Done at different levels.

Done by managers.

Evaluate: is it working? KPIs improving?

Monitor / Enforce: Is the team doing it?

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ASSIGNMENT 1.

Every morning: Begin your morning routine. Journal, read your plans, exercise and drink water.

2.

Use your calendar: Write down three I Musts for the week and map all your time to your calendar. Set one of the I Musts to work ON the business. I recommend 2, 3-hour segments.

3.

The ON the business I MUSTs: 1.

Draw your org structure and put it into a PowerPoint

2.

Develop one PA for one of your direct reports

3.

Take three hours to write one SOP that you discussed in the break-out session and once written delegate that to someone. Be ready to share what you delegated.

4.

Be prepared to present to the group.

Proprietary and Confidential to RENEW LLC

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QUICK POLL YES OR NO?

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SECTION 2 WHY MEETINGS MATTER

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WHY DO MEETINGS MATTER? • They are the execution “battle rhythms” • External: Critical in the world of business, especially sales.You are being evaluated.

• Internal: Key venue to model new behaviors and enact change.

• They are the venue to hear diverse perspectives and make gender-smart decisions • They are expensive ($$$$).

• They are the medium to share information, brainstorm ideas and make decisions.

• They are used to strengthen accountability. Something is lagging behind? Ask them to present during a meeting. See it get done.

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SECTION 3 GREAT MEETINGS

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WHAT BAD MEETINGS LOOK LIKE • Doesn’t start on time. Leader arrives late. Everyone else arrives late.

• Has no clear purpose (reason), outcomes (objective) or agenda (plan) for the meeting.

• The meeting runs over time.

• The leader didn’t prepare. The team didn’t prepare.

• The team doesn’t seem to care or say much during the meeting – they think the meeting is when the leader complains.

• People are “multitasking”. The leader is “multitasking”.

• Conversations are all over the place. People just ramble - no point.

• Individuals are not listening (deeply) or seeking to understand each other, with diverse viewpoints not shared or dismissed

• The leader leaves frustrated. Team leaves confused.

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WHAT GOOD MEETINGS LOOK LIKE • Everyone arrives 5 min early.

• The meeting starts and ends on time.

• The meeting opens with an overview of the purpose, outcome and agenda (it was also sent prior to the meeting.)

• Someone is assigned to take notes and document key conversation points, decisions and next steps.

• Someone is leading the meeting. They keep the conversation focused and on the agenda.

• People are engaged and focused. Actively jotting down notes and contributing.

• All next steps are reviewed prior to the meeting ending. Dates, owners, activities and outcome are outlined in each next step.

• Everyone leaves feeling they achieved the meeting outcomes.

• Notes are sent out within 1 hour of the meeting – next steps are clear.

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INSIGHT: MEANINGFUL WORK • Motivated team members are critical for business success • Recent research shows that relatedness – relationships at work – is the most important determinant of finding work meaningful • Employers that support a culture of positive relationships stand to gain from a more committed and inclusive workforce

• Meeting culture is a key driver of positive or negative experiences of relationships at work

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CHECK YOUR BIASES Research shows that a culture of inclusive meetings is a competitive advantage.

However: 3 unconscious biases that sabotage effective meetings: 1.

Bias: “Smart people think of their feet” o Problem: Introverts have no chance to contribute o Solution: Share meeting agenda and discussion questions in advance; proactively invite introverts to share their opinion; explore alternative methods of engagement (e.g. time to write ideas on sticky notes)

2.

Bias: “Men have more to contribute” o Problem: Multiple studies show that women are much more likely to be interrupted in meetings and their ideas are taken less seriously (a phenomenon dubbed ’manterrupting’ and ‘mansplaining’) o Solution: Reframe the conversation: this is a business performance issue; set clear rules; ”call it out”; foster a culture that values diversity and inclusion;

3.

Bias: “Out of sight, out of mind” o Problem: Remote team members (dialing in) have no chance to contribute o Solution: Share agenda in advance; Ideally use video conferencing with virtual meeting technology (Zoom, Skype, Teams, etc.); Regularly pause and check if virtual participants want to chime in.

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10 HACKS TO RUN GENDER-SMART TEAM 10 EASY STEPS TO CREATE INCLUSIVE MEETINGS MEETINGS Idea: Define meeting rules and post them in meeting rooms. Call them out at the start of meetings.

1.

Define rules for inclusive meetings and stick to them.

Model the behavior you want to see from others.

2.

Reflect on your meeting attendees: Are you missing people with diverse points of views?

3.

Provide an agenda in advance.

4.

Welcome each team member by name and with appreciation.

5.

Watch out for dominators and interrupters. If someone dominates the discussion, redirect the conversation back to the broader group. If someone gets interrupted, step in. (“Wait a minute – I want to hear more about what Jane has to say.”)

6.

Actively engage all participants in the conversation (“Jane, what is your perspective on this?”)

7.

Actively listen to others and appreciate different opinions (empower team members to express their ideas and opinions, to find their own voice)

8.

Explore alternative forms of engagement (e.g. round robin activities; individual brainstorming on sticky notes)

9.

Give credit where it is due: acknowledge contributions.

10.

Solidify consensus. Define actions items, assign responsibilities, and follow up.

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TEAM EXERCISE BREAKOUT ROOMS Discuss the tool “10 Hacks to Run Gender-Smart Meetings” • What additional ideas do you have in order to encourage diverse perspectives in team meetings and active participation of different

personalities?

• Think of 3 concrete ideas you will put into practice to enhance your team meetings! Be prepared to share these with the larger group.

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INSIGHT: DAVID BOHM DIALOGUE METHOD The group agrees that no group-level decisions will be made in the conversation.

Voicing

Listening

As these individuals "suspend judgement" they also simultaneously are as honest and transparent as possible.

4 dialogical skills – create a ‘safe space’ for all views

Individuals in the conversation try to build on other individuals' ideas in the conversation.

Suspending

Respecting

Each individual agrees to suspend judgement in the conversation.

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MEETING EXERCISECHARTER Write your own Gender-Smart Meeting Charter 1.

What is the objective?

2.

Who should be invited?

3.

What is on the agenda?

4.

What are the rules to ensure our meetings are inclusive?

5.

How do we share the roles? (Chair, time keeper, minutes)

6.

What facilitation techniques do we use to keep all participants engaged and hear different points of view?

7.

What are outcomes of our meeting and action items?

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SECTION 4 HOW TO RUN GREAT MEETINGS

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RUN GREAT MEETINGS 1. Step 1: Prepare 2. Step 2: Show up strong 3. Step 3: Run it well 4. Step 4: Follow-up strong 5. Step 5: Repeat (for regular meetings)

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STEP 1: PREPARE DETERMINE THE TYPE OF MEETING

Informational

Decisional

Creative/Brain Storming

© 2004, SRA Touchstone Consulting Group

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STEP 1: PREPARE ALLOCATE ENOUGH TIME FOR PREP •

•

•

•

AMP Meeting: 2-3 days –

Requires about a week of preparation time.

–

Most important is to review market and company performance beforehand. Assign executive team members specific work before the meeting.

Board Meetings and Quarterly OKR Meeting: 3-4 hours –

Require 1 day of preparation time.

–

Most important is to send materials 3 days beforehand, and come prepared!

Monthly Management Meetings: 2-3 hours –

Requires 5 hours of preparation time.

–

Most important is to get information 2-3 days before the meeting to analyze results.

Standing Weekly Team Meeting: 30 min to 1 hour.

–

Requires 30 min - 1 hour of preparation time.

–

Most important is to ensure next steps are completed.

Hint: Map prep time to your calendar 26

STEP 1: PREPARE DESIGN THE MEETING •

•

Purpose: Answers “why are we having

Meeting Reminders

this meeting?”

❑

Send the P, O and A out before the meeting in the body of the invite.

❑

If others are presenting, inform them and ensure they know what to prepare and your expectations.

❑

Send materials ahead, if necessary.

❑

Assign 1 note taker, 1 lead.

❑

Prepare the room and printed materials.

Make sure the room has what you need.

Outcomes: Start with the type: informational, decisional or brainstorming? Then outline approx. 3 bullets about “what you need to

accomplish during the meeting.”

•

Agenda: Design 5-7 items with approximate times for each and people to lead each item.

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STEP 1: PREPARE DESIGN THE MEETING (CONT.) • Purpose: Why are we having this meeting?

– Use verb: “To…” inform, decide, brainstorm – A short, high-level sentence

• Outcomes:What must we accomplish during the meeting?

– Uses nouns: “Agreement on…” “Decision about…”, “Shared understanding about…”, “Three ideas to address…”

– Used to shape the meeting agenda and participant roles

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STEP 1: PREPARE DESIGN THE MEETING (CONT.) • Purpose: To make a decision about purchasing 5 new trucks.

• Outcomes: – Understanding of the cost benefit of purchase – Understanding of cash position and forecasted cash flow needs

• Agenda: 1.

Opening: 5 min

2.

Cost benefit analysis: 15 min

3.

Cash flow forecast: 30 min

4.

Brainstorm options: 30 min

5.

Make decision: 10 min

6.

Review next steps: 10 min

7.

Close

– Decision on whether to purchase or hold

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STEP 2: SHOW UP STRONG 1.

Arrive early, arrange the room and rehearse.

2.

Print, share on screen or write on a whiteboard the P, O & A.

3.

Have a computer, notebook and pen ready to take notes - caution with computer – only one open!

4.

Review your key questions for the participants to answer: Generally, you speak 10%, they speak 90%.

5.

Limit distractions. Do not answer your phone unless it’s an emergency.

Everyone is watching you.

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STEP 3: RUN IT WELL 1.

Follow the agenda. Have it printed or up on the whiteboard.

2.

Take notes and ask questions.

3.

Observe the room and engage your team with questions. Ask for their thoughts.

4.

At the end, check if you achieved the outcomes, review the decision and next steps.

5.

Ensure every next steps has all the elements – what, who, by when.

6.

End on time and end strong.

Follow the agenda.

Tip: Set the intention for your meeting to be inclusive and gendersmart. Gauge the attention of your team throughout.

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STEP 3: RUN IT WELL (CONT.) Mind the flow of discussion Typical Discussion Flow

Start

Solution

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STEP 4: FOLLOW-UP 1. Sends the notes out within 1-3 hours.

2. Highlight next steps and decisions in the body of the email. Attach the detailed notes.

3. At the next meeting, have owners report out on next steps. Key to accountability and driving results.

4. Follow up is key! The best way to ensure good follow-up is

to…

Do your next steps. Lead by example.

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STEP 4: FOLLOW-UP Exec Team, Good meeting today. We will get through this, but we need everyone to make sure they execute their next steps.

Below are the key decision and next steps and I have attached the detailed minutes for your reference. Please reply to this email confirming your receipt.

Decisions: • We will hold on making planned improvements to the facility for 2 months • We will delay executive bonus for one quarter until AR is settled with key client • Linda (CFO) will provide the executive team with an end-of-week report on 13-week cash flow until 2 months of expenses have been replenish • Mike (CEO) will inform the board about cash flow issues Next Steps: • John will prepare and send out the 13-week cash flow this Friday and send recurring invite on calendars for everyone to review – due Friday • Thelma will inform supplier that purchases of materials will be postponed – due Friday • Mike (CEO) will call client to ask for an update on the payment, and share an email with the team about status – due Thursday • Mike will email and then call board members to provide an update – due next Monday Thanks. We will meet next Tuesday at 3:00pm to review these next steps. I will send a calendar invite.

Warm regards, Mike

Example 34

ROLE PLAY Exercise: Hold a team meeting • Define a meeting objective and assign roles • Run the meeting and follow your Meeting Charter • Reflect on the exercise: What were some of the challenges you encountered putting your Meeting Charter into practice?

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SECTION 5 MEETING BATTLE RHYTHM

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Meetings Orchestrate Execution

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MEETING “BATTLE RHYTHM” •

Annual: In early December to set annual goals. Finalized by mid-December and presented to Board. 2 to 3

days.

•

Quarterly: – Board meetings to review targets versus actuals (TvA). On the 20th of April, July, October, December. 3 hours.

– Quarterly OKR planning meeting to review last quarter’s OKR results and set OKRs for coming quarter. 3 hours.

•

Monthly: Management meetings on the 15th – 20th to review TvA. 2 hours.

•

Weekly: – Monday morning from 9-10am: The Weekly Legend. 45 min.

– Wednesday: Mid-week standup. 15 min.

– Friday afternoon from 4:30- 5:30pm: Week in Review. 1 hour.

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MEETINGS BATTLE RHYTHM Mtg Name

When

People

Purpose

Outcomes

High Level Agenda

Use this for your assignment 39

SECTION 6 BREAKOUT

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TEAM EXERCISE • Discussion Questions: 1.

What SOPs are most important for you right now?

2.

Anything preventing you from writing them down?

3.

Have you developed any PAs? What have you discovered?

4.

How did you make it gender smart?

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SECTION 7 SUMMARY

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SUMMARY • Meetings are very expensive and generally done poorly. No purpose, outcomes or agenda (P, O and A) • Mastering meetings will help you implement change and get faster results. Always have a P, O and A • Inclusive meetings are a driver of competitive advantage. Beware of unconscious biases that sabotage effective meetings. Stick to your Meeting Charter for inclusive meetings.

• Meetings are the CEO’s execution battle rhythm – orchestrate them well.

• Meetings are when you develop and monitor and evaluate progress against AMP, Quarterly OKRs, monthly KRs and weekly “I Musts”.

• Immediately schedule and begin running a Legend (Monday), Standup (Wednesday) and Week-in-Review (Friday) meetings. Every manager must set three I Musts on Monday. Evaluate them (and yours) on Friday. Repeat!

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HOMEWORK ASSIGNMENT 1.

Use your calendar: Set your three I Musts for the week and map all your

time to your calendar. Set one of the I Musts to work ON the business.

2.

The ON the business I Must: Take three hours to write down your meeting battle rhythm: for the year, quarter, month, and week. What are they, who attends, what is the high-level P,O and A. Use a simple table. And prepare a 3 min speech about what you have implemented at your company based on the program, and the change it is having.

3.

Submit your meeting battle plan via email to gain acceptance into the next class.

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PLEASE COMPLETE YOUR FEEDBACK

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Thank you! www.renewstrategies.com

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Backup! www.renewstrategies.com

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Habits: 1.

Have a calendar and use it. Write 3 “I Musts” every week

2.

Have one be 3 hours to work ON your business

Source: https://czarto.com/2012/04/24/four-quadrants-of-time/

Habit: Time Management Proprietary and Confidential to RENEW LLC

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Governance: • Hold a quarterly board meeting (or with people you respect and trust that will challenge you)

• Let them challenge you.

• They will hold you accountable.You need it.

Everyone does.

Habit: Feedback

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Strategic Planning: ❑ Have a strategic plan ❑ Have an annual management plan (5 SMART goals)

Habit: Focus

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Executive Communications: ❑ Memorize your guiding statements and SMART goals ❑ Repeat them every week

Habit: Focus

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Managing Team: ❑ Draw and org chart ❑ Write Potion Agreements for those that report to you

Habit: Focus

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Finance / CFO: • Close your books on the 10th of the following month

Habit: Focus

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Execution:

• Hold 2 meetings • Monday: The Legend • Friday: The Week in Review

Habit: Focus

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