This simple meeting framework allowed me to work just 5 hours per week while still growing the business. AND it made my transition out of the business smooth like buttah.
If you have people who report to you then this email is for you.
This simple framework that I’m going to share with you changed the way that I worked with my team forever. It gave me back more time, gave my people more autonomy and personal responsibility and eliminated a lot of wasted meeting time.
This framework only works if you have clear priorities, goals and objectives for your organization and I haven’t written about developing and disseminating those in your organization yet so forgive me if I’m putting the cart before the horse 🐴 but this came up recently and I’ve got to get it out.
I’ll cover the full management system in more detail over the coming weeks.
Tom Healy asked on LinkedIn:
Should employees be held accountable for their performance at least weekly?
Tom Healy
The answer is an unequivocal “Yes” and I’m going to give you an extremely simple and effective way to do it. But first, look at some of the responses to this question…
🙈 Good grief!
These responses invoking “micromanagement” are childish.
The reason you have employees is to further the goals and objectives of the business.
The purpose of the privately held business is to serve its owner.
Brass tacks, that’s what it is.
Yes, of course you’re serving customers, yes of course you’re providing a living for your people and maybe you’re even able to deliver some impact in your community and these things are wonderful and important BUT in the end a person starts a business to achieve his or her goals and that is what’s most important.
And NEWSFLASH your people, if they are high performing, do not want to be left alone for weeks on end and it does not serve your organization to to have folks on the payroll going rogue. Everyone on the team should have defined roles with defined goals an objectives all of which work in concert to achieve the aims you’ve set for the organization.
So without all the other context that I should have provided and without further ado, here is a very simple and very effective way for you and/or your managers to run a fast, effective, weekly meeting that keep your business on track, make your employees happy and help you sleep better at night.
These meetings should be no longer than they need to be, mine typically ran 20 minutes plus or minus.
In a perfect world each role has specific number for which they are responsible and those are tied into this meeting at the first question but its a bigger topic and today we’re just talking about focusing on the meeting muscle.
Weekly Meeting for Direct Reports
Time: 20 minutes, Monday mornings
I’ll rewrite it here in case you want to copy and paste and I’ve added a little commentary.
What did we say we were going to do last week?
This gives us an opportunity to get grounded. Its Monday morning we were just water skiing all weekend, time to shake it off and let’s find our bearings.
What did we actually get done? How does it compare and why?
Your team’s ability to forecast its production is critical. If you are constantly making goals and your coming up short then the reasons why will be revealed in this meeting. If you are crushing your priorities with time to spare each week then maybe you need to set the bar higher.
What are we going to do this week?
Based on what we’re learning each week in our reviews of our own performance, and always with an eye on our quarterly objectives, what do we forecast we can accomplish in the coming week?
Where are you struggling, what are the blockers, and how can I help?
Its no good to have frustrated people working without all the resources and tools that they need. Individual contributors need to feel that they are supported, that their work matters, and that there is a leader who’s there to help them achieve.
That’s it.
I’ve never been in daily stand-ups but I know a lot of folks who use that methodology very successfully. If that’s you and you’re a scrum master that’s fantastic, good on you. If the roles in your business don’t require that kind of meeting don’t do it.
But don’t let the folks on your team go rogue. Your job is to keep everyone going in the same direction and keep them feeling happy, productive, and supported.
I hope this framework helps you do that.
If you want to go deeper into leadership you should read my good friend Nils Vinje.
BONUS: When you go to sell your business and its spinning like a top buyers will love it.
When I sold my business I showed up to my Monday morning meetings with each manager (I had 2) and introduced the new owner. He had a framework for how to manage these managers and they knew exactly what was expected.
Result?
I spent fewer than 20 hours transitioning out of the business post close and fewer than 4 of those transitioning out of the leadership role. For realz.
That’s it.
If you like these posts please share them. If you or someone you know is looking at selling their business in the next 3 years, talk to me.
