Most company dysfunctions sprout from a lack of communication and alignment. The problems spiral downward as leaders feel like they have less time for meetings (often said like a dirty word) because they’re putting out fires.

I often hear, “We don’t need more meetings. We talk all the time.” What these leaders don’t understand is that implementing the right meetings, with the right agendas facilitated in the right way, will actually save them time and increase productivity throughout the organization.

Meeting rhythms should include the following:

• Annual Planning: This is typically a two-day retreat where the old plan is assessed, the current realities are tested, and the new plan is
• Quarterly Planning: Emphasis is on reviewing and resetting priorities and goals for the next thirteen
• Monthly Management Meeting: This serves to promote directed review and education
• Weekly Meeting: This serves as a status and update session for the entire team at either executive or departmental More time is spent dealing with deeper detail and examination/education on an operational/tactical level.

Daily Huddle: This stand-up meeting facilitates daily synchroni- zation for the entire team at executive and departmental levels. Information is shared either up or down the reporting chain. This session is designed to expose issues that need resolution, not necessarily to resolve them on the spot.