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Too many businesses run on firefighting, where the squeaky wheel gets the oil. Stuart and Mena set up a weekly, monthly, and quarterly meeting rhythm- part of the systems and processes for business growth that keeps decisions owned and on time.
- Weekly meetings keep delivery on track. They need a set agenda, one person running them, and a short scorecard that mixes lag indicators with lead indicators, the way FedEx replaced a single on-time promise with a 12-part service quality indexMonthly meetings are for improving the engine, with sales, operations and finance in the room. Domino’s eventually fixed its recipe, but a monthly rhythm with the right leading measures might have caught the drift years earlierQuarterly meetings turn strategy into one theme at a time. Ours was “make value visible”, and it only stuck because it was on the scorecard every MondayGiving every decision a clear owner is how to build a business that runs without you. When something goes wrong, blame the system, not the person, and celebrate whoever stops the line, as Toyota does
Chapters
00:00 - From firefighting to a meeting rhythm
00:55 - Four features of a good meeting rhythm
01:46 - Three layers: weekly, monthly and quarterly
02:06 - The weekly meeting: keeping delivery on track
04:25 - Building the scorecard: lead and lag indicators
05:55 - FedEx’s service quality indicator
08:41 - The monthly meeting: improving the engine
09:54 - Domino’s and the recipe fix
12:04 - The quarterly meeting: one theme at a time
15:20 - Our quarterly theme: make value visible
19:24 - How long each meeting should run
20:51 - Separate sharing information from making decisions
24:10 - Measurement without micromanagement
26:32 - Toyota: celebrating whoever stops the line
28:46 - Where to start
References
- NotebookLM, the tool Mena uses to turn long emails into audio he can listen to before a meeting: https://notebooklm.google.com
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