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Run every meeting like a pro. Connect strategy → teams → execution.

This page is designed for managers and leaders to get the best out of their meeting rhythms. It shows how to run annual planning, leadership check-ins, and engagement meetings that connect information across the organisation. You’ll find practical frameworks, agendas, and tools to test and refine what makes meetings successful — so strategy flows through teams and into daily execution.

Organisational Team Meeting Hierarchy Internal Meeting Guidelines

Explainer: Driving impact through clarity

Direction – Annual & Quarterly Planning

Set Objectives, align strategy, assign owners.

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Organisational Flow – From Strategy to Frontline

These meetings fit into a structured hierarchy of organisational rhythm:

  • Annual planning drives the strategic direction.
  • Quarterly planning translates that strategy into actionable momentum.
  • Weekly SLT meetings and service-level meetings manage ongoing execution.
  • Daily huddles and all-hands sessions connect frontline staff with leadership direction.

The design ensures that information flows down from strategic to frontline, providing direction, while feedback flows up to inform leadership decisions

Annual Planning Meetings – Setting the Year’s Direction

Annual planning provides the big picture reset for the company.

Purpose: Establishes the overarching direction for the year, aligning the Senior Leadership Team (SLT) on strategy, vision, and measurable objectives. It ensures clarity of focus, accountability, and cohesion across departments

Cadence & Format: Conducted once a year (typically offsite, over two days) to create space for deep reflection and forward planning.

Core Activities:

  • Reflection & Analysis – Departmental updates, financial review, people assessment, and client/market insights.
  • Business Capability & Offering Review – Evaluating maturity, gaps, and opportunities to sharpen competitiveness.
  • Vision & Strategy Reaffirmation – CEO/MD re-aligns the team to the long-term company vision.
  • Objective Setting & Ownership – Defining the year’s major objectives, assigning SLT owners, and documenting accountability.
  • Roadblock Removal – Clearing barriers early so execution can stay on track.

Outcome: Clear, strategic objectives for the year with documented ownership, aligned leadership, and a roadmap for execution

Quarterly Planning Meetings – Driving Momentum

Quarterly planning ensures ongoing alignment and execution discipline.

Purpose: Maintains momentum toward annual objectives by reflecting on the last quarter, realigning strategy, and setting focused goals for the quarter ahead

Cadence & Format: Conducted quarterly (usually a one-day offsite) for timely course correction.

Core Activities:

  • Quarterly Reflection – Departmental reviews to share progress, wins, and challenges.
  • Vision & Strategy Check-In – Revisiting the big picture to ensure relevance and consistency.
  • Quarterly Objective Setting & Ownership – Translating annual goals into achievable quarterly objectives, with SLT members taking ownership.
  • Objective Planning – Breaking objectives into clear actions and success measures.
  • Roadblock Removal – Addressing current issues or delegating them to the right teams.

Outcome: A tight focus for the next 90 days, with objectives linked to the annual strategy, ownership clarified, and operational barriers addressed

Translation – Weekly SLT

Unblock, prioritise, transfer to departments

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Weekly SLT Meetings – Translating Strategy Into Action

Weekly SLT meetings serve as the bridge between strategic intent and operational execution. They are designed to maintain alignment, quickly remove obstacles, and ensure that direction set at the annual and quarterly level flows down into actionable priorities for the business.

Purpose:

  • Provide oversight and governance on operational performance.
  • Create cross-functional cohesion by addressing issues holistically, not in silos.
  • Ensure strategic initiatives ("rocks") are progressing, while weekly priorities stay clear and unblocked.
  • Minimise ad-hoc conversations by centralising decision-making and escalation

Cadence & Format:

  • Held weekly, same time/day, for 1.5–2 hours.
  • Structured, repeatable rhythm to drive accountability and consistent execution.
Execution – Weekly Team Meetings

Metric – Rocks – Headlines- To-Dos – Identify, Discuss, Solve (IDS)

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Purpose:

Weekly SLT meetings serve as the bridge between strategic intent and operational execution. They are designed to maintain alignment, quickly remove obstacles, and ensure that direction set at the annual and quarterly level flows down into actionable priorities for the business.

Purpose: Weekly execution meetings provide a structured forum for teams to step back from day-to-day tasks, review key metrics, maintain accountability, and resolve issues. They ensure alignment with quarterly and annual priorities while creating a rhythm of continuous improvement.

Cadence:

  • Held once a week, same time and day.
  • Duration typically 1–1.5 hours, depending on the team’s scope.

Format:

  • Segue – quick opener to set focus and positive tone.
  • Metrics (Scorecard) – review key departmental “vital signs.”
  • Rocks – check-in on quarterly initiatives.
  • Headlines – share important updates or changes.
  • To-Dos – accountability on action items.
  • IDS (Identify, Discuss, Solve) – prioritise and resolve the most important issues.
  • Conclusion – recap actions and close with meeting effectiveness.

Weekly Department Meetings:

  • Business Services Team
  • Centralised Services Team
  • Client Services Team
  • Project Services Team
  • Service Operations Team
  • Support Services Leadership Team
  • Advisory Services Team
  • Application Services Team

Closing Note: All weekly execution meetings follow the same structured framework, adapted slightly for each department’s focus. This consistency ensures clarity, accountability, and a common rhythm across the organisation, while still allowing each team to address its unique priorities.

Focus – Daily Support Huddle

Priorities, roadblocks, escalation, hands-off.

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Purpose:

Focused daily check-in to keep support teams aligned, review priorities, and surface issues or escalations quickly. The huddle ensures the team stays on track with daily execution while providing a channel to escalate matters to leadership, account management, or sales support as needed Tech Huddle Agenda

Cadence:

  • Held daily, typically mid to late morning.
  • Short and sharp: ~10 minutes.

Format:

  • Priorities – confirm today’s top tasks and ownership.
  • Project Changes – note any updates or shifts impacting today.
  • Roadblocks – identify issues or blockers.
  • Assistance – flag where team members need support or mentoring.
  • Escalations – capture anything to raise with senior leadership, account management, or sales.
  • Close – move detailed conversations offline to protect focus and time.

In short: Daily huddles are about focus and flow — quick, structured check-ins that keep the team aligned, surface blockers, and ensure issues are escalated without dragging down execution.

Annual Planning: Day 1

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Purpose & Focus: Reorient the group, refresh on Day 1 outcomes, and set expectations for Day 2.

Tips:

  • Do a quick round-the-room to capture reflections from Day 1.
  • Highlight the transition from analysis (yesterday) to action (today).
  • Keep energy upbeat and focused on forward planning.

Questions to Ask:

  • What’s one insight from yesterday that stuck with you?
  • What are you most excited to tackle today?
  • Is there anything from Day 1 we need to carry forward into today’s discussion?
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Purpose & Focus: Provide clarity across all departments. Celebrate wins, acknowledge challenges, and identify improvements.

Tips:

  • Keep updates structured: Last year’s objectives, results, challenges, improvements.
  • Encourage cross-departmental listening for shared insights.
  • Use a timekeeper to avoid overrun.

Questions to Ask:

  • How did your department track against last year’s objectives?
  • What were your biggest successes and challenges?
  • What needs to improve to support company-wide goals?
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Purpose & Focus: Gain a clear financial picture of the business through the P&L and balance sheet.

Tips:

  • Have the CFO/Finance lead present in a simple, digestible way.
  • Focus on insights, not just numbers.
  • Link financial data to decision-making for the next day.

Questions to Ask:

  • What financial trends are most important for us to address?
  • Which areas of spend are delivering the strongest ROI?
  • What risks do we need to manage in the year ahead?
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Purpose & Focus: Review performance and culture alignment across staff. Identify champions and underperformance

Tips:

  • Celebrate cultural champions and high performers.
  • Be transparent but compassionate when addressing issues.
  • Assign clear next steps and owners for actions.

Questions to Ask:

  • Who has exemplified our culture and values this year?
  • Where do we see opportunities for staff growth or leadership development?
  • Which performance issues require action, and what support is needed?
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Purpose & Focus: Understand market conditions, client sentiment, risks, and opportunities.

Tips:

  • Have Sales/Marketing present real client insights, not just pipeline data.
  • Look beyond sales to client satisfaction and loyalty.
  • Keep discussion balanced between risks and opportunities.

Questions to Ask:

  • What are our clients’ biggest pain points right now?
  • Which market shifts could impact us most in the next 12 months?
  • Where are our best growth opportunities?
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Purpose & Focus: Review overall maturity of the business, highlight gaps, and clarify areas needing change.

Tips:

  • Use a framework or scorecard to review maturity consistently.
  • Identify what’s working vs. missing across all core business areas.
  • Document themes to guide Day 2 strategy.

Questions to Ask:

  • Where are we strongest as a business right now?
  • What’s missing or unclear in our current setup?
  • Which capabilities must improve to hit next year’s targets?
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Purpose & Focus: Evaluate current products/solutions for market share, profitability, and operational performance.

Tips:

  • Use lifecycle or portfolio analysis tools.
  • Map solutions against risk/opportunity matrix.
  • Focus on gaps and growth opportunities.

Questions to Ask:

  • Which solutions are performing best in terms of growth and profitability?
  • Where are we over-investing or underperforming?
  • What new opportunities should we explore?
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Purpose & Focus: Summarize the day, surface key insights, and set a reflective tone before Day 2.

Tips:

  • Keep it fast-paced: each leader shares one key insight.
  • Capture themes visually (whiteboard or shared doc).
  • Frame the discussion as preparation for strategy-setting tomorrow.

Questions to Ask:

  • What’s your biggest takeaway from today?
  • What area do you feel most confident in? Least confident in?
  • What should we carry into Day 2 discussions?

Purpose: Day 1 focuses on reflection and analysis. The goal is to gain a holistic view of the business by reviewing performance, people, clients, market trends, and operational maturity. This creates the foundation of shared understanding for the SLT.

  • Reflect on the past year across all departments.
  • Identify people, client, market, and capability strengths and weaknesses.
  • Surface risks, opportunities, and areas needing clarity.
  • Build a comprehensive picture of business health before setting future direction.

The goal: Goal (Day 1):Create clarity and alignment on the company’s current state and performance across all dimensions, financial, people, market, and capabilities , to inform strategic decisions on Day 2.

Duration: 1 full day (broken into 60–90-minute sessions with breaks).

Frequency: Annually

Explainer: Reflection and analysis

Annual SLT Planning Meeting Agenda Annual Objectives Planner with RACI

Quarterly Planning: SLT

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Purpose & Focus: Set the tone, align expectations, and reflect on the last quarter with an enterprise-wide lens

Tips:

  • Keep introductions light but structured—encourage insights beyond each person’s team.
  • Reinforce the link between quarterly checkpoints and the annual plan.
  • Focus on business-wide performance, not just functional areas.

Questions to Ask:

  • What was your biggest win this past quarter?
  • What’s one thing going well in the business (outside your team)?
  • What’s not working in the business right now?
  • What do you hope to get from today’s session?
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Purpose & Focus: Each department reflects on progress against quarterly objectives, celebrating wins and addressing gaps.

Tips:

  • Use a standard format: what was achieved, what wasn’t, why, and next actions.
  • Encourage transparency—highlight learnings as well as successes.
  • Ensure cross-team awareness and collaboration opportunities are captured.

Questions to Ask:

  • How did your department track against last quarter’s objectives?
  • What challenges or risks emerged?
  • What’s your top improvement priority for next quarter?
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Purpose & Focus: Reconfirm alignment to the company’s long-term vision and reflect on progress toward annual objectives.

Tips:

  • Celebrate completed objectives.
  • Discuss incomplete objectives openly—understand why and decide next actions.
  • Keep focus at the enterprise level, not just functional detail.

Questions to Ask:

  • How are we progressing against our annual objectives overall?
  • Why did some objectives stall, and how do we unlock them?
  • Where do we need to shift focus to stay on track?
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Purpose & Focus: Translate annual objectives into clear quarterly priorities.

Tips:

  • Limit to a manageable set of quarterly objectives (3–5).
  • Ensure each links directly back to an annual goal.
  • Assign clear SLT ownership.

Questions to Ask:

  • Which objectives this quarter will have the biggest impact on achieving our annual goals?
  • Where do we need quick wins versus long-term progress?
  • Who should own each objective?
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Purpose & Focus: Shape success measures and initial plans for each quarterly objective.

Tips:

  • Tackle one objective at a time.
  • Define success criteria before execution steps.
  • Use RACI or similar frameworks to assign responsibility.

Questions to Ask:

  • What does success look like by the end of this quarter?
  • What are the first 2–3 actions to kickstart momentum?
  • What support or resources are essential for this objective?
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Purpose & Focus: Identify and remove barriers to quarterly execution.

Tips:

  • Use a live issues list.
  • Distinguish quick fixes from longer-term systemic issues.
  • Assign clear owners and deadlines.

Questions to Ask:

  • What blockers could derail this quarter’s objectives?
  • Can these be resolved immediately, or do they need escalation?
  • Who will take ownership of each roadblock resolution?
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Purpose & Focus: Conclude with clarity on outcomes, ownership, and confidence in execution.

Tips:

  • Recap quarterly objectives, owners, and next steps.
  • Capture takeaways from each SLT member.
  • Use a quick feedback loop to improve the rhythm for next quarter.

Questions to Ask:

  • Are we clear and aligned on our quarterly objectives?
  • What’s your biggest personal takeaway from today?
  • On a scale of 1–10, how confident are you in our ability to deliver this quarter?

Purpose: Quarterly planning keeps the business on track by maintaining momentum and focus toward annual objectives. It’s a structured session for the SLT to reflect, realign, and reset for the next 90 days.

  • Reflect on the last quarter’s results and lessons learned.
  • Realign to annual objectives and strategy.
  • Set clear priorities and ownership for the next quarter.
  • Remove roadblocks and ensure execution discipline.

The goal: Create alignment and accountability across the SLT for the next 90 days, ensuring the organisation stays focused on the right objectives and positioned to deliver against the annual plan.

Duration: 1 full day (broken into 60–90-minute sessions with breaks).

Frequency: Quarterly

Explainer: Keep your business on track, and agile

Quarterly SLT Planning Meeting Agenda Update: Annual Objectives Planner

Weekly SLT Meeting

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Purpose & Focus: Set a positive, engaged tone for the meeting with quick wins.

Tips:

  • Keep it short (1–2 sentences per person).
  • Include work or personal wins.
  • Builds habit of positivity and engagement.

Questions to Ask:

  • What’s one win from the past week?
  • What’s something outside of work that gave you energy?
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Purpose & Focus: Review the company’s vital signs (7–10 key metrics) against targets.

Tips:

  • No discussions here—only review.
  • Issues are flagged and added to IDS for later.
  • Keep pace tight to respect time limits

Questions to Ask:

  • Which metric is most off track right now?
  • Are there any early warning signs we should note?
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Purpose & Focus: Strategic financial review of performance vs. forecast and annual budget.

Tips:

  • Focus on sales pipeline, WIP billing, P&L comparison.
  • Discuss forecast gaps and activities to close them.
  • Only include if maturity and business rhythm require it.

Questions to Ask:

  • How does our forecast compare to budget?
  • What activity is needed to hit P/L targets?
  • Where do we see risks in revenue or cost control?
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Purpose & Focus: Check-in on quarterly initiatives (“rocks”) that drive annual goals.

Tips:

  • On track / off track only.
  • Do not discuss issues—add to IDS if needed.
  • Reinforces accountability on quarterly priorities.

Questions to Ask:

  • Are your rocks on track or off track?
  • If off track, what’s the blocker (to add to IDS)?
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Purpose & Focus: Share quick, one-sentence updates on major developments.

Tips:

  • Include employee news, vendor updates, partner developments.
  • Keep it brief—no discussions here.
  • Promotes cross-functional awareness.

Questions to Ask:

  • Any major people or partner changes we should know about?
  • What’s the single most important update from your area this week?
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Purpose & Focus: Accountability check on last week’s action items.

Tips:

  • Only focus on pending items.
  • One-line responses: complete or pending.
  • Add issues to IDS if further discussion needed.

Questions to Ask:

  • Which to-dos remain incomplete, and why?
  • What will be done by next week to close these items?
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Purpose & Focus: IDS: Identify / Discuss / Resolve

Tips:

  • Review issues list before meeting.
  • Choose top 3 issues to address.
  • Follow clear flow: Identify → Discuss → Resolve → Assign To-Do.
  • Facilitator manages pace—could resolve 1 big issue or many smaller ones.

Questions to Ask:

  • What are the top 3 issues we must solve today?
  • What’s the root cause of this issue?
  • What’s the best solution and who owns it?
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Purpose & Focus: Close strong with clarity and accountability.

Tips:

  • Recap new to-dos with owners.
  • Do a quick “meeting rating” for feedback.
  • Reinforce discipline and continuous improvement.

Questions to Ask:

  • Are we clear on all action items and owners?
  • What’s your biggest takeaway from today?
  • On a scale of 1–10, how effective was this meeting?

Purpose: Weekly SLT meetings provide oversight and governance of operational performance, create cross-functional cohesion, and drive execution of business strategy. They are the forum to escalate, discuss, and resolve organisational issues in a structured, strategic way

  • Maintain focus on key metrics and quarterly rocks.
  • Resolve issues and unblock progress.
  • Align leaders and cascade direction across departments.
  • Reduce ad-hoc conversations by centralising decisions.

The goal: Ensure the SLT stays aligned on strategy while addressing weekly priorities and issues, so execution remains consistent and accountable.

Duration: 1.5-2 hours

Frequency: Weekly (same time/day).

Explainer: Oversight and governance of operational performance

Weekly SLT Meeting Agenda

Weekly Departmental Meetings

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Purpose & Focus: Set the tone by reinforcing values, sharing wins, or sparking curios

Tips:

  • Rotate prompts: e.g., “share a win,” “share how you lived our values,” or “share a client/market learning.”
  • Keep it short—1–2 sentences.
  • Builds engagement and alignment to culture.

Questions to Ask:

  • What’s one win from last week?
  • How did you apply one of our values in your work?
  • What did you learn recently (about clients, solutions, or the market)?
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Purpose & Focus: Review 7–10 key departmental metrics, the vital signs of performance.

Tips:

  • Just report—no debates here.
  • Off-track metrics go to IDS.
  • Builds rhythm and accountability.

Questions to Ask:

  • Which metric is off track?
  • What early trends do we see?
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Purpose & Focus: Check progress on quarterly initiatives that support annual goals.

Tips:

  • Simple on track/off track status.
  • If off track → add to IDS, don’t solve here.
  • Keeps focus aligned to bigger objectives.

Questions to Ask:

  • Are your rocks on track or off track?
  • If off track, what’s the blocker?
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Purpose & Focus: Quick updates on news that matters: people, clients, projects, vendors, or internal changes.

Tips:

  • One sentence only.
  • Helps avoid siloed surprises.
  • Encourages cross-team awareness.

Questions to Ask:

  • What’s one headline we need to know this week?
  • Any critical people, client, or vendor changes?
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Purpose & Focus: Accountability check on last week’s actions.

Tips:

  • Highlight only pending actions.
  • One-line responses: done/pending.
  • Move blockers to IDS.

Questions to Ask:

  • What’s still outstanding from last week?
  • What’s blocking completion?
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Purpose & Focus: Tackle the most important issues that impact the department and clients.

Tips:

  • Review IDS list before the meeting.
  • Prioritise top 1–3 issues.
  • Clear process: Identify → Discuss → Resolve → Assign To-Do.
  • Quarterly: review issues list (“keep, kill, combine”).

Questions to Ask:

  • What’s the biggest issue we must solve today?
  • What’s the root cause?
  • What’s our resolution and who owns it?
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Purpose & Focus: Close with clarity, accountability, and a quick effectiveness check.

Tips:

  • Recap action items + owners.
  • Ask for a rating (1–10).
  • Reinforce culture of continuous improvement.

Questions to Ask:

  • Are all action items clear and owned?
  • What’s your biggest takeaway today?
  • How would you rate this meeting (1–10)?

Purpose: Weekly departmental meetings provide a structured rhythm for each division to stay aligned, accountable, and proactive. They ensure teams review progress, tackle issues, and stay focused on the objectives that connect to quarterly and annual priorities.

  • Maintain accountability through metrics and key updates.
  • Check progress on quarterly rocks and initiatives.
  • Identify, discuss, and resolve issues before they escalate.
  • Keep teams engaged and aligned on what matters most.

The goal: Ensure every department maintains focus, resolves blockers quickly, and contributes consistently to the organisation’s broader strategy.

Duration: 1 hour

Frequency: Weekly (same time/day for consistency).

Explainer: Oversight and governance of operational performance

Advisory Services Application Services Business Services Centralised Services Client Services Project Services Support Services

Tech Huddle: Meeting rhythm for support teams

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Purpose & Focus: Clarify today’s key tasks and who owns them.

Tips:

  • Keep answers short (headline tasks only).
  • Ensure responsibilities are clear.
  • Don’t debate—save deeper conversations for offline.

Questions to Ask:

  • What’s the most important task you’re working on today?
  • Who owns each top priority?
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Purpose & Focus: Surface any shifts in scope, deadlines, or delivery expectations.

Tips:

  • Limit updates to what impacts the team today.
  • Push broader discussions offline.
  • Reinforce agility and adaptability.

Questions to Ask:

  • Did any projects change since yesterday?
  • What impact do these changes have on today’s work?
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Purpose & Focus: Quickly flag where help, mentoring, or walkthroughs are needed.

Tips:

  • Encourage openness but keep detail brief.
  • Take deep dives offline with the right people.
  • Builds a culture of collaboration and support.

Questions to Ask:

  • Does anyone need help with a task today?
  • Is there training or knowledge-sharing needed right now?
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Purpose & Focus: Identify blockers that can’t be solved within the team.

Tips:

  • Capture escalations but don’t solve here.
  • Assign owners to move issues forward after the huddle.
  • Keeps daily flow unblocked.

Questions to Ask:

  • Are there unresolved issues we need to escalate?
  • Who is taking ownership of that escalation?
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Purpose & Focus: Call out client or commercial matters that need immediate attention

Tips:

  • Be specific, but brief.
  • Funnel items to the right person or team.
  • Ensures no client need is overlooked.

Questions to Ask:

  • Are there client or account issues that need support today?
  • Do we need sales involvement to resolve anything quickly?

Purpose: Tech huddles are short, structured meetings to keep the team aligned, focused, and connected. They provide visibility of priorities, surface roadblocks early, and ensure support or escalation happens quickly without derailing the day.

  • Clarify top team priorities and responsibilities.
  • Share project updates and changes.
  • Surface potential roadblocks and support needs.
  • Escalate issues or customer items appropriately.
  • Keep everyone engaged while protecting time by taking deeper conversations offline.

The goal: drive daily execution, maintain alignment across the team, and ensure challenges are addressed quickly without slowing momentum.

Duration: 10 Minutes

Frequency: Daily (Morning)

Explainer: Keep support teams focused and in touch

Tech Huddle Agenda Guide

Monthly All Hands

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Purpose & Focus: Set the tone, reinforce culture, and make the company feel connected.

Tips:

  • CEO/MD should keep this warm and authentic.
  • Share a reflection on how the month has been.
  • Reinforce a cultural theme (e.g., collaboration, resilience).

Questions to Ask:

  • What’s one cultural value we want to highlight this month?
  • How has the month felt for the team overall?
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Purpose & Focus: Keep everyone informed on progress toward annual targets.

Tips:

  • Focus on 3–5 top-line metrics.
  • Celebrate wins and be transparent about gaps.
  • Use visuals (charts, dashboards) for impact.

Questions to Ask:

  • Where are we ahead of target?
  • Where do we need to shift focus to stay on track?
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Purpose & Focus: Update the company on strategic objectives and quarterly shifts.

Tips:

  • Keep this at a high level.
  • Announce new objectives at the start of a quarter.
  • Reinforce how individual contributions link to big-picture goals.

Questions to Ask:

  • What objectives have we progressed most this month?
  • Are there any new priorities being introduced?
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Purpose & Focus: Celebrate people, share client news, and highlight culture in action.

Tips:

  • Call out new hires and departures.
  • Recognize individuals who lived the company values.
  • Include client wins or key partner updates.

Questions to Ask:

  • Who deserves recognition for living our values this month?
  • What big client or partner news should we share?
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Purpose & Focus: Give department leaders space to share changes, initiatives, or training.

Tips:

  • Pre-plan topics to avoid rambling.
  • Focus on clarity and relevance for the whole company.
  • Rotate presenters so all functions feel represented.

Questions to Ask:

  • What’s a change or initiative everyone needs to know about?
  • How will this impact employees day-to-day?
  • What support or input is needed from the wider team?
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Purpose & Focus: Close with alignment and clarity on the next month.

Tips:

  • Summarize key takeaways from metrics, objectives, and show & tell.
  • Reinforce focus areas for the month ahead.
  • End with an inspiring or unifying note.

Questions to Ask:

  • What’s the #1 thing we need to focus on next month?
  • What’s the biggest takeaway from today’s session?

Purpose: A monthly company-wide meeting led by the CEO/MD keeps all employees updated, aligned, and connected to the bigger picture. It’s a chance to celebrate wins, share key updates, reinforce culture, and ensure everyone understands priorities

  • Share company news and strategic progress.
  • Celebrate people and cultural values.
  • Communicate changes and initiatives.
  • Reinforce alignment and collective focus.

The goal: Keep the whole company informed, engaged, and aligned on progress, changes, and cultural values, ensuring clarity on what matters most in the month ahead.

Duration: 45 minutes

Frequency: Monthly (same time/day)

Explainer: Bring the whole organisation together

Monthly All Hands Meeting Agenda