The Leadership Team Lens
A Team That Meets Often and Decides Rarely Is Compensating for a System
Executive teams are rarely short of meetings. They are frequently short of the one artefact that distinguishes a cadence from a calendar: a decision, owned and dated.
Steve Kopecky · 5 minute read
The quarterly rediscovery
A reliable diagnostic is to compare the minutes of the last four quarterly reviews. Where the same root cause appears in all four, the team is not failing to identify problems. It is failing to convert identification into a decision that changes the system.
The mechanism is almost always the same. The review is built around reporting rather than deciding. Sixty minutes are spent establishing what happened, ten on what it means, and none on what will now be different. The meeting ends on time and nothing structural moves.
The output of a leadership meeting is not alignment. It is a decision someone owns by a date.
Cadence is designed, not scheduled
A designed cadence specifies, for each forum: the decisions it exists to make, the evidence required before it convenes, who may decide, and what escalates. Where those four are unstated, the forum defaults to a status update and the decisions migrate elsewhere — usually to corridors and to the chief executive.
Reviews should also be designed around exception rather than completeness. A leadership team that reads every measure every month has no attention left for the two that are moving in the wrong direction.
Reinforcement lives in what leaders ask about
Organizations calibrate to the questions their leaders repeat. If the standing question is volume, the organization optimises volume, whatever the strategy says. If the standing question is whether the standard was followed and what it revealed, the organization begins to surface abnormality rather than conceal it.
This is the least expensive lever in the operating system and the most consistently underused. Changing the weekly question changes behaviour faster than any program, and costs nothing but discipline.
Exhibit
Exhibit — The forum charter, one line per meeting
Write one row for every standing leadership forum. Any forum that cannot state its decisions is a status update and should be shortened or removed.
| Forum | Decisions it makes | Evidence required | Who decides | Escalates to |
|---|---|---|---|---|
| Weekly operating review | Recover or re-baseline the week | Exception report | COO | Executive team |
| Monthly performance review | Reallocate capacity, stop work | Measure pack, variance | CEO | Board |
| Portfolio council | Start, hold, stop initiatives | Charter, benefit, capacity | Executive team | Board |
| Quarterly strategy review | Change direction or targets | Market and outcome evidence | CEO and board | Board |
Charters are tested by removing the meeting for a month. Forums that are missed were making decisions; forums that are not were reporting.
How this shows up in the executive calendar
- The same root cause appears in consecutive quarterly reviews.
- Meetings end without dated, owned commitments.
- Reviews cover every measure rather than the exceptions.
- Decisions made in the forum are relitigated afterwards.
- The weekly question leaders ask has not changed in a year.
The leadership team is the most expensive process in the enterprise. It is worth designing with at least the rigour applied to the shop floor.
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