“What have we decided today?”
Hmmm. They look at me earnestly. “What do you mean?” one of them
asks.
“I mean, what exactly did we decide? This was a planning session to help
shape and structure a new initiative. So what did we decide? Can we make a
list of those things—and then move to the to-dos?”
We make a list of five issues where we thought we had made decisions.
Then we go around the table. We check for consensus.
It turns out there is no agreement about three of the five points. None at
all. And one of those three points is about just what the primary goal of the
program is! The problem is that corporate leadership kept talking about
multiple goals when they announced the program. “Improve customer
retention, cross sell more products, pre-empt the competition,” and on and
on.
Prioritizing these goals is essential to implementation. This is what I have
to get across to the group.
We are making a list of kitchen utensils to buy but have neglected to put
the floor and walls of the kitchen itself in place. No, it's worse. We're
building a kitchen but aren't sure if it's meant for occasional cooking or to
service 100 diners a day in a restaurant.
I tell them we still have work to do. We haven't focused on the real issues.
We stay for another hour and a half, and finally have the real conversation
we came together for.
We are now ready to leave the meeting. There is a list of the decisions
discussed and agreed on. We are clear on the highest-priority goals. The
action steps are there, too. But they are secondary to the
decisions made and
a reaffirmation of purpose.
Any group can make a list of next steps after a meeting. Decisiveness is
rarer. And far more valuable.
Start creating a culture of decisiveness. Before you begin each
meeting, ask,
“What decisions do we need to make today?” After
every meeting, ask:
“What have we decided today?”
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