Running a tight monthly Navigation Meeting focused on the ON work will give you huge traction with implementing your strategy. This is an organisation habits that provides the business with a real lift in effectiveness and resilience. Use the standard agenda:
Check-in
Mix it up, don’t let this get stale. It’s a good idea to ask a direct question or put a theme to the check-in. The I-WE-It framework makes for a good check-in but can become ho-hum if overused. Using DiSC you could do a quick run around the circle and ask “What behaviours do we need to watch out for? Or what behaviours would be valuable for this meeting?”
Critical numbers
It is good practice to have these numbers added to the agenda before the meeting. The numbers only need to be discussed if there is an exception, in which case it should be captured on the Issues list for discussion later.
Spotlight on People/Culture
The Leader of People and/or Culture will report. Check CVT and CI are up to date. If there are people issues raised, put it on the issues list.
Spotlight on Customers
Depending on the roles, this could be a Key Organisation Function Leader or Leader of Stakeholders to give this update. If there is a customer concern, this goes to the Issues List for discussion later. Share good news stories as well.
Review Kanban Tickets
Go through the tickets. Accountable person accountable reports back and completed tickets are moved to Done. Archive any completed tickets from last month. This habit builds discipline and accountability.
Review Quarterly Objectives
Everyone holding an objective reports back on progress. They should have already updated the comment field and scored any key results before the meeting. Are we on track? If not what’s the issue? If it needs discussion, put it on the Issues List for later in the meeting.
Issues List review
- Prioritise: You may not have time to tackle everything so prioritise and decide which issues you will discuss now.
- Discuss: The team has some time to have good discussion and debate.
- Solve/Decide: Get agreement. Don’t leave the room without a decision. If there is further action required, it may need a Kanban ticket.
Conclude
Tickets created – accountability agreed – who and when. Decide on messages to take back to the broader team. Rate the effectiveness of the meeting.
Resources:
Navigation Meeting Run Sheet
Four zones of a resilient business