Strategic Planning Formula : Strategic Conversations

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In this forth video we are going to cover the mechanics, the how-to’s of running a Strategic Conversations meeting.

Later on, perhaps months from now, you may look at your own group and see that you have modified the 4 pillars around which Strategic Conversations groups are organized. That's natural given the uniqueness of each group and those who make up its membership.

However, we strongly recommend that you begin by following as closely to the steps below as possible, because we know it works. If you do not follow a tried and true process you will have a very difficult time figuring out what needs attention if you hit a flat spot in your group's productivity cycle

Wayne Messick, co-creator of Strategic Conversations

"Doing It Right" is the ideal tool you and your group can use to create constructive solutions to everyday business problems. BTW the report I refer to here was converted to the vide series you are now enjoying!

Proven Formula
It took us months to conclude that a schedule of two meetings per month works best. Even though there is no travel involved and attending your meeting simply requires picking up the phone, doing so every week becomes far too demanding very quickly and the items discussed easily become chit chat rather than something important. Once a month does not work because so many things happen between meetings all the time is absorbed with what has already taken place and there is no opportunity to discuss plans for the future.

Every two weeks is a good formula for keeping the group connected without making it a burden. There is time to share the results from the last two weeks and discuss those important and imminent items of everyone's agenda. The most effective meeting time is 90 minutes. We have found, again through trial and error that ninety minutes provides enough time for members to feel like something meaningful was accomplished and to feel connected with each other. Remember, this is more than just get a goals group, it is about forming powerful relationships that can continue to serve you for years to come.

In terms of group size, we have found 6 to be the ideal. 6 provides a good range of perspective, experience and insight. Should your group be smaller, no problem, it is all valuable. We recommend you strive for 6 members.

Structured Agenda
Meetings that follow a structured format are more likely to produce consistent results. Meetings that lack structure can easily turn into chit-chat in which the more vocal members dominate. Here is what we've found works:

Each meeting has a facilitator and a time-keeper. The facilitator is the host for the meeting. The facilitator’s role is to welcome the members to the call, keep the meeting on track, and to close the meeting.

The timekeeper’s role is to track time and notify the facilitator when it is time to transition to the next item or member.

The roles of facilitator and timekeeper are rotated each meeting and it is the responsibility of each member to participate in these roles.
Each meeting will have a standard format:

b. When the meeting officially begins, there is 5 minutes of group updates or business by the facilitator.

c. Then, the meeting moves to the members, who, one-by-one, will each have 15 minutes to discuss his or her situation and get feedback and comments.

d. After all the members have spoken, there is five minutes at the end to cover any additional group business and to assign the roles for the next meeting. Meeting end on time. Should one or more members desire to remain on the line and continue to speak, they may do so. But the meeting is officially closed at the agreed upon time.

Facilitation
Facilitation is something that gets better with practice. The facilitator’s role is to keep the meeting on track in a respectful and professional way. A good facilitator is there when needed, then out of the way when the discussions are flowing.

It is the role of the facilitator to manage the discussions so that all group members are able to speak their mind if they so choose to. Every group will have a mixture of people; some more talkative, some more reserved. The facilitator needs to be sensitive to this so that all members feel included. This is a delicate and intuitive process when done properly.

Special Situations
There may be times when a member is in a crisis situation. During such times, the members of the group may collectively volunteer to devote the full session to the member in need. This decision would be led by the facilitator and the group as a whole needs to be in full agreement. Should another member also need time, then the facilitator needs to be sensitive to meet that particular member’s need as well.

Think about the mechanics of the meetings in the coming days. In the next video I will discuss the importance rotating leadership and responsibility.

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