Those who pulse faster, grow faster

And it only takes 15-minutes a day…

In his book, Scaling Up, Verne Harnish covers four different types of meetings every organisation should regularly have to address communication challenges and make important decisions for scaling up the organisation.

What are the four different types of meetings?

1. The Daily Huddle: a 5-15 minute meeting to discuss tactical issues and provide updates.
2. The Weekly Meeting: a 60-90 minute discussion to review progress on the quarterly priorities and address one or two main topics.
3. The Monthly Management Meeting: a half-day or full-day meeting, in which all senior, middle, and frontline managers come together to learn and collaboratively address one or two big issues.
4. The Quarterly and Annual Planning Meetings: a 1-3 day off-site meeting where leaders establish the next quarterly and/or annual theme.

Before we dive deeper into the Daily Huddle, let’s understand the importance of establishing these meetings as the most important routine your team follows.

Three powerful advantages to having regular meetings

Here’s why setting up these four different types of meetings is crucial to scale up your organisation in a healthy manner:

• They save you time: When a communication rhythm is established, information moves through the organisation accurately and quickly. This helps an organisation work productively and address issues in a more timely manner.
• They reduce hassle: It often takes longer to set up meetings than it does to hold them. Pre-scheduling regular meetings acts as a placeholder in everyone’s calendar.
• They make it easier for you to attain goals: Regular meetings allow for important discussions to unfold around new opportunities, strategic concerns and bottlenecks as they arise to ensure your organisation stays on track to achieve its goals.

Each of the four types of meetings mentioned has its own purpose and style. Yet, the most important of all these meetings is not the “big meetings”, but the short, and powerful, Daily Huddle.

The potent power of the Daily Huddle

Daily huddles are an absolute necessity as you scale the company.

Highly successful leaders, including John D. Rockefeller and Steve Jobs, implemented the daily huddle to continuously scale their business from success to success.

It is also an important habit in 10 Rockefeller Habits checklist. The daily huddle tracks progress and brings out sticking points that are blocking your execution.

This will help avoid minor train wrecks and quickly take advantage of unforeseen opportunities.

The daily huddle can save everyone an hour or so of needless email updates and unnecessary interruptions.

Finally, issues that emerge from daily huddles drive the main topics for the weekly meeting.

Today, tens of thousands of companies around the world have discovered the freedom and power that comes from implementing this simple rhythm.

One example is the Ritz-Carlton, which gathers about 80 people at their headquarters for a 10-minute daily huddle to receive updates from Boston to Bali. Meanwhile, all 35,000 Ritz-Carlton employees participate in some kind of daily huddle at their local hotels.

How you can masterfully execute the Daily Huddle

Follow this 6-part guideline to masterfully execute the daily huddle in your organisation and reap the rewards.

Part 1: Timing – Choose whatever time best fits the rhythm of your business. Make sure you always start the meeting on time, whether everyone is present or not.

Part 2: Setting – Meet wherever you want, but stand up or perch on stools. It will help keep the meeting short. Gathering in the leader’s office makes it more convenient for him or her.

Part 3: Who Attends – The general rule is to have more people in fewer meetings, rather than fewer people in more meetings. That’s true even if only 10 to 15 participants do most of the sharing.

Part 4: Frequency – In general, frontline employees will be in only one Daily Huddle, and anyone in management will be in two: one with their direct reports and one with their peers and leader.

Part 5: Who Runs the Meeting – Pick someone who is naturally structured to keep meetings running on time.

Part 6: The Agenda – The agenda covers three things and you should spend no more than five minutes per item:

1. What’s up?
2. What are the daily metrics?
3. Where are you stuck?

In the first five minutes, each attendee spends a few seconds sharing – very specifically – what’s up in the next 24 hours. These should ONLY relate to key activities, meetings, decisions, etc.

The next five minutes are then spent verbalising the daily metrics your company monitors. Look for patterns and trends which can give you a jump on the competition and on your own challenges.

The last five minutes is the most important agenda item. Here, members of your team bring up constraints and concerns that could prevent them from having a great next 24 hours.

The brutal facts need to be shared, and the leader needs to see the patterns of “stucks” to understand what underlying issues must be addressed.

Productive tips and things to avoid doing in Daily Huddles

Here are some tips to make the most out of your daily huddles:

• If some people dial in regularly, put everyone on a conference call. There’s nothing worse than having a few people huddled around a speaker phone every day.
• You can use Daily Huddles to keep projects between companies/suppliers/customers on time and on budget.
• Team members should share a “stuck” even if they don’t think there’s anyone on the team who can help them resolve it. Verbalising the issue is likely to spur unexpected action for help.
• Anytime somebody goes two days without reporting a constraint, you can bet there’s a bigger problem lurking. Challenge the team member who reports, “Everything is fine!”
• Set the start of the Daily Huddle at an odd time, like 8:08 or 16:16. People are more likely to be on time than if you schedule the meeting on the quarter-hour or half-hour.
• It’s equally important to end on time. Use a timer for the first few weeks and end the meeting on time even if the agenda isn’t complete. Team members will learn efficiency.
• Plan 1 minute per person. An eight-person team should expect an eight-minute daily huddle.

Here are some things to avoid:

• Don’t pile too much into the Daily Huddle, or it’s going to extend past the 15-minute limit and people will start to resent the meeting.
• Don’t have one Daily Huddle for each internal project if many of the project teams share many of the same members. This means each team member could end up in three to five Daily Huddles, which is unworkable. The solution is to host one Daily Huddle involving all team members associated with the projects. Only the project leads provide updates. Team members spend the balance of the 15 minutes self-organising into ad hoc groups to discuss items of interest.
• Avoid checking up on whether someone did something the previous day. Team members will start feeling like they are being micromanaged. Avoid using video conferencing, which adds one more level of complexity.

With the Daily Huddle set in motion in synchrony with the weekly, monthly and annual meetings, you’ll have created a meeting rhythm which essentially is the heartbeat of your organisation. Those who pulse faster, grow faster.

Take your business to the next level with a personalised report…

Take your business to the next level with a complete Business Action Plan in just 10 minutes or less… It’s a completely free tool.

You’ll receive a scorecard that’s been designed to show entrepreneurs, CEOs and Leadership Teams their blind spots and provide instant, actionable steps on how to improve.

Your Action Plan covers your Leadership Team, your People, your Strategy, your Customer, Execution, Cash and you as a CEO.

It’s proven to work and will provide key insights that you can action immediately. Take the survey and get your Action Plan instantly here.

Or, feel free to email us at jonathan@scaleupgrowth.co or call +61 (0) 408 748 980.

I hope you have enjoyed these insights. Have a great week and stay growth-focused!

Best Wishes,
Jonathan