Weekly Strategy Meetings

When you look at the history of outstanding companies, if they survive long term, they do so by constantly adapting to evolving markets, technological innovations and new competitive entries. They do this, according to the renowned, “Discipline of Market Leaders,” by constantly challenging their assumptions and value proposition in three critical areas:

  1. Product/Process Leadership
  2. Operational Efficiency
  3. Client Intimacy

The focus of these meetings is to enhance and refine your existing practice in the three areas above.

  • Toolkits: Utilize our Professional Practice diagnostic toolkit as your systematic blueprint to not only help you begin this journey, but actually complete it. Incorporate the other toolkits as you get to those topics and systems.
  • Foster Collaboration: This is a highly collaborative exercise because you need the collective insights of all team members, given their unique perspectives from their respective positions on the team.
  • Create Accountability: By ensuring that each team member is clear on their respective responsibilities and time frames at the conclusion of each meeting.
  • Solutions Focused: No team member can state a problem without having thought through a couple of potential solutions (this diffuses the risk of team meetings becoming nothing more than gripe sessions).
  • Time Management: Start on time and end on time (this meeting is nothing more than another system in your practice).
  • Controlled Environment: Hold these meetings in a small conference room, preferably late Thursday afternoon. This helps you avoid distraction and “gets the week behind you” thus allowing you to focus on the long-term structural evolution of your practice. Larger teams should consider bookending the day with two daily huddles given as many moving parts as they have.

Potential Items to Discuss

  • Take the diagnostic checklist individually and then come up with a “team consensus.”
  • Discuss the “room” you’re going to start with and then work through the “filling the gaps” worksheet to begin to enhance that room.
  • Have each team member answer the question, “what are the 3-5 things that only I can and should do that will have the greatest positive impact on the team each week.”
  • Discuss ways to help each team member spend at least 60% of their week doing those 3-5 things.
  • Answer the question as a team, “what should we stop doing?”
  • Answer the question as a team, “what should we start doing?”
  • Give each team member a monthly “book report” to broaden and deepen the team’s education and insights.
    • To acknowledge weekly successes.
    • Discuss weekly challenges.
    • Review commitments and accountabilities.
    • Brainstorm best practices ideas.
  • Conduct an educational conference call on peer-to-peer best practices, client service, new products and services and/or technological capabilities both within the firm and outside the firm.

The Constructing a Synergistic Team Toolkit to explore deeper into the subject of managing critical team meetings and meeting diagnostic tools.

Access the Toolkit, interactive tools and multimedia library of resources by downloading the CEO Advisor Institute App for iPad.