![]() Setting our Thanksgiving, Christmas, and New Year Schedule.Īgreeing on the language of our "Levels of Engagement" guide document.įor your strategic meetings you will need a combination of creative thinkers, stakeholders, decision-makers, and implementers. How to handle Halloween falling on a Wednesday night. For example, we have recently called ad-hoc strategic meetings for the following.Ĭreative promotion planning / social media campaign for a worship event. These are periodic meetings with select staff members that deal with one strategic issue. is a list of upcoming events for the next three months and their key decision-makers. includes space for staff to take notes, a section to record decisions and next actions, and space to record what we need to communicate to other staff, church leaders, and the congregation. I prepare a three-page document for this meeting (see sample handout download). It is my job as the meeting leader to keep the meeting moving, seek engagement and agreement, and communicate the next actions from our decisions. There are days when we have only one agenda item, and others days when we will have 10. If something strategic comes up during the discussion, I list it as a subject for a potential ad-hoc meeting. These become agenda items for our meeting. If there is a snag in a project because of a lack of resources, ideas, or decisions, the staff member asks for help. ![]() Next, each staff member briefly shares key projects and pressing issues. We briefly review our vision and purpose to be reminded why we are here. We begin by reviewing our participation levels (this week, last week, and one year ago) and financial reports. We block out two hours for this meeting but often use only one. I will meet with Bruce, Michael, and Phillip from 1:00 to 3:00 p.m." Our senior administrative assistant might say, "I'm working on pulling together our key weekly reports, and spending all day and the rest of the week on church conference materials that must be copied by the end of the week." 2. I'm available to help with anything until 1:00 p.m. I invite the person next to me to share what he or she will work on that day, (in 30 seconds or under).įor example, I might say, "I am working on revising the Vision 2020 document, and contacting our graphic designer about updating signs. Everyone attends unless on vacation, sick, or otherwise away from the office. On Mondays and Thursdays, our entire staff gathers in a big circle at the reception area for a stand-up meeting. We have addressed the first three of these with the following meeting structure. We need to get away to look back, look around, and look ahead. ![]() We also need to find solutions to major problems and opportunities. We need discuss, plan, and promote new events and emphases. We need to communicate, coordinate, collaborate, and decide on issues to keep things moving.ĭeal with strategic issues. Gather information and understand each staff member's daily activities. Applying Lencioni’s meeting principles to our situation, we found that we should meet for the following reasons: Therefore, we have adopted and are implementing an entirely new format.Īfter reading Patrick Lencioni's book, Death by Meeting: A Leadership Fable about Solving the Most Painful Problem in Business, I realized that we were trying to solve several different types of problems and attempting to deal with a broad range of needs during our weekly meeting. This meeting was getting in their way rather than helping them to do their work. While this meeting had been effective, I sensed that members of our staff were no longer excited about attending. Until recently, I led a weekly catch-all staff meeting. One of my main responsibilities in my role as Pastor for Vision and Purpose is to schedule and lead meetings. Good meetings lead to better communication, coordination, alignment, encouragement, and accountability. If you lead a team of staff or volunteer leaders in a church, good meetings are essential to the health of your organization.
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