Brain powerOrganization management rhythm

Organization Management Rhythm (part 1.3): The Cadence Meetings

This article is part 1.3 of a series of articles on Organization Management Rhythm.

The Cadence Meetings are the regularly repeated meetings that make up the vast majority of the meetings held in the modern workplace. These meetings involve existing groups executing on known work. They maintain and shape the organization’s current state.

1. Team Cadence – Weekly Team Meetings, Shift Change Meeting, Regular Committee Meeting

a. Answer questions

i. Keeps teams aligned to a common goal

ii. What has been done

iii. What has changed

iv. What to focus on next

b. Purpose

i. Ensures group cohesion

ii. Drives execution

iii. Clarifies immediate steps

c. Work outcomes

i. Clarifies duties

ii. Solves problems

iii. Visibility into challenges

iv. Documents decisions and actions

d. Human outcomes

i. Increased trust

ii. Connection to mission

iii. Sense of belonging

iv. Sets temp of urgency

2. Progress Check – Project Status, Client Check-In Sprint Demo

a. Answer questions

i. Keeps teams aligned to a common goal

ii. What has been done

iii. What has changed

iv. What to focus on next

b. Purpose

i. Clarifies duties, solves problems, visibility into challenges, documents decisions and actions

c. Work outcomes

i. Maintain momentum and ensure mutual accountability

ii. Reassurance about the project and momentum

3. One on ones – Manager One on One, Coaching Sessions, The Check In

a. Answer questions

i. What is happening with you/your work?

ii. What do I need to understand?

iii. How can I help

b. Purpose

i. Career and Personal development

ii. Individual accountability

iii. Relationship maintenance

c. Work outcomes

i. Clarify about progress made/expectations/person’s intentions

ii. Actionable advice

d. Support/reassurance

i. Clearing one’s head/getting it off one’s chest

ii. New Ideas and opportunities to consider

4. Action reviews – Retrospectives, After Action reviews, Win/Loss Review (Sales)

a. Answer questions

i. What was our plan?

ii. How did it go?

iii. Where did it deviate?

iv. What did we learn?

v. What should we change going forward?

b. Purpose

i. Learning/gaining insight

ii. Develop confidence

iii. Create recommendations for change

c. Work outcomes

i. Process improvement

ii. Increased team efficiency

iii. Improved operational performance

d. Human outcomes

i. Shared commitment to quality

ii. Continuous learning and skill improvements

iii. Connection to the mission and each other

5. Governance Cadence – Board Meetings, Quarterly Strategic Reviews, Quarterly Business Review

a. Answer questions

i. Performance during a set time frame, what changed what needs intervention

b. Purpose

i. Strategic goals, definition, and oversight; Regulatory compliance and monitoring, Maintenance of relationships and organizational activity

c. Work outcomes

i. Finalized decisions

ii. Confirmation of strategic priorities

iii. Legal oversight

iv. Operational advice

v. Access to external resources

d. Human outcomes

i. Finalized decisions

ii. Confirmation of strategic priorities

iii. Legal oversight

iv. Operational advice

v. Access to external resources

Cadence Meetings
Figure 1. Cadence Meetings (Source: Lucid, 2020).

Next part (part 1.4): The Catalyst Meetings.

Acknowledgements: Thank you to Tomi Antill, Keith Davis, Brett Patron from JECC, Elise Keith from Lucid Meetings, JFHQ-C Leadership, and Kendra Albright from Kent State University, without whose support this series would not have been possible.

Header image source: U.S. National Archives, Public Domain.

John Antill

John Antill is currently U.S. Army Expeditionary Civilian Workforce Knowledge Manager. With over 12 years of progressively responsible knowledge management experience in complex technical roles – both military and civilian – requiring exceptional project coordination, problem solving, and management skills, John has established a track record of success by leveraging a collaborative leadership style to accomplish all short- and long-range objectives. An engaging and articulate communicator, he is able to clearly convey complex technical information and propose novel solutions to build consensus with key project stakeholders, including high-value clients and executive leadership. Furthermore, his consistent focus on remaining at the forefront of rapidly evolving technology allows him to drive enterprise-wide innovation and maintain a competitive advantage. John holds a Masters in Certified Knowledge Management from the KMInstitute.

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