Operational Execution: Establishing Cadence

I last wrote about governance and purposely left a key aspect for a separate article. This article will focus on the related topics of accountability, performance measures, and reviews. I'll only briefly touch on performance measures, as I discussed them at length in the article on KPIs:

Strategy Deployment: Finding the right key(s)

Most organizations use a standard approach regarding accountability and reviews. Reviews, discussions, decisions, ownership, performance - what do all of these have in common? Yes, for some, it's the dreaded word - Meetings!

Establishing the proper meeting cadence ensures that the organization remains focused on its goals and performance, is agile in responding to challenges, and recognizes accomplishments. Yet, the proper structure also helps minimize (if not completely eliminate) redundancy and non-value-add time. I view the meeting format as the starting point; the real value-add is in the conversation, but you need the right leaders and culture to bring the healthy debate and discussion to the forefront.

First, there needs to be clarity around the agenda and topic(s), but there is far more to it than that. I have often referred to them as "rules of engagement". The acronym SPACER is commonly used: safety, purpose, agenda, code of conduct, expectations, and roles. Simply put, the right people come to the table prepared and on time, respecting differing opinions yet being open to healthy debate. It's far more than providing updates, although there is an element to that. Tracking commitments (I often use a RAIL - rolling action item list) and holding each other accountable for performance and behaviors (sometimes this latter category is overlooked). Asking for help! Brainstorming should be at its finest to get KPIs or initiatives back on track. Celebrating successes and wins. Those are all elements of successful meetings.

Below, I'll break down key meeting types I've used when overseeing companies, divisions or departments. I'll highlight their purposes, participants, discussion points, and key takeaways. As usual, be flexible with the approach and consider this guidance only.

Before I go any further, I highly recommend Patrick Lencioni's book Death By Meeting as a fantastic read on why meetings are valuable to leaders and businesses. The book discusses a proposed framework and explains why they shouldn't be dreaded or feared. The dynamic agenda is the one element I have yet to attempt.

In my experience, the following regular reviews have helped me focus on improving the business, myself, and my teams and achieving key objectives. Other reviews might occur ad hoc (unforeseen events) or annually (ex. budgets, performance reviews), but these should form the core.

1) Independent Analysis

2) Daily Stand-Up

3) Weekly Tactical

4) Monthly Operating Review

5) Employee 1:1s

6) Quarterly (or Semi-Annual) Business Reviews

7) Project/Specific Objective Reviews

1. Independent Analysis: Deep Dives into Results

The simplest of the review formats. This one is typically done alone (yes, the title explains a lot). There are always reports, data, and summaries to review and understand, and while a cross-sectional group is usually the best way to ask questions and uncover the best paths forward, having individual time to review and analyze information often helps with preparedness for the next set of meetings, and gives time to reflect and consider performance, priorities, and course-corrections. Ensure you have time in your leadership standard work for this review process.

2. Daily Stand-Ups: Fast-Paced, High-Impact Check-ins

Provides a brief update on tactics and current performance, typically a maximum of 15 minutes, pre-shift or early in the morning, to align team efforts and quickly address any immediate challenges to maintain workflow momentum. It usually focuses more on "keeping the business going" than aligning to objectives. I prefer doing them at a whiteboard when possible. I have often used a modified Ishikawa (fishbone) diagram to categorize the topics we're going to review (Manpower, Machine, Material, Methods/Process, Measurement/KPIs, and the ubiquitous "other" - which I've often used to represent the customer). We quickly move on if there is nothing of note in any category.

Who Should Attend?

• Department lead, other cross-functional team members, SMEs in the department

What Should Be Discussed?

• Yesterday’s accomplishments

• Today’s priorities

• Any roadblocks or urgent issues

Key Takeaways:

• Immediate alignment on daily priorities

• Early identification of roadblocks

• Quick resolution of minor issues

3. Weekly Tactical Meetings: Focused on Near-Term Execution

This is the stage where the balance begins to be seen between keeping the wheels on the bus and looking at key objectives. Review short-term priorities, track key operational metrics, and resolve tactical issues to ensure ongoing alignment with strategic goals.

Who Should Attend?

• Org/division/department lead and team members

What Should Be Discussed?

• Status updates on KPIs and ongoing initiatives

• Key challenges and risk mitigation

• Task ownership and accountability

Key Takeaways:

• Defined the next steps for all active initiatives and troubling KPIs

• Ownership clarity for all action items

• Alignment on key deliverables for the next week

I often open these meetings with Health and Safety and employee recognition elements. Too frequently, those can be overlooked compared to quality, delivery, or cost agenda items, but that can be a critical mistake in establishing the correct values and culture.

4. Monthly Operating Reviews: Assessing Critical Progress

Assess progress against organizational KPIs, refine execution strategies, and address emerging challenges to maintain performance.

Who Should Attend?

• Senior leadership and department leads

• Other key stakeholders (as required)

What Should Be Discussed?

• Review of organizational KPIs and key initiatives; ex. BSC if in use.

• Performance highlights and concerns

• Cross-functional dependencies and collaboration needs

Key Takeaways:

• A clear understanding of monthly performance trends

• Defined adjustments to strategic initiatives

• Coordination across departments

Brevity is essential here. You want to avoid this from becoming an all-day meeting (which I've experienced; trust me, people will not enjoy nor maintain focus). The key is for people to understand and communicate the essential and most important facts while allowing time for discussion and countermeasures. Grandstanding or taking the forum to share everything happening within one's scope is not the way to go.

5. Employee 1:1s: Individual Growth and Alignment

Personalized support, feedback, and recognition ensure that individual performance, development, and engagement remain on track. This meeting solely involves the employee and their leader.

What Should Be Discussed?

• Employee performance and goals

• Career development opportunities

• Support and feedback

Key Takeaways:

• Personal development plans

• Recognition and feedback loop

• Identification of areas needing support

The frequency of these meetings is variable based on the span of control. I've usually tried to have formal feedback and listening discussions with each direct report every month. For some, that might be too often and not manageable. I have two pieces of advice. Don't let this meeting replace or delay when immediate feedback is needed (positive or otherwise). Secondly, don't let the frequency of these sitdowns be any less than quarterly, otherwise you're enabling a culture where employees will not value nor see you as their leader.

6. Quarterly Business Reviews: Big Picture Alignment

Evaluate overall business performance, identify major trends, and recalibrate strategic direction to drive long-term success.

Who Should Attend?

• Senior leadership team

What Should Be Discussed?

• High-level business performance

• Major market or industry shifts

• Strategic pivots or adjustments

Key Takeaways:

• Evaluation of long-term goals

• Course corrections based on the business landscape

• Leadership alignment on forward strategy

When people think of offsites, this meeting jumps to mind. While the offsite approach can work, the focus must remain on the elements above. Other pieces that can often occupy offsites, such as team-building, role-playing activities, or specific training, must not overlap or diminish the focus on strategy, where the business is, and where it needs to go. Potentially consider alternating each per quarter or having them on separate days.

7. Project/Specific Objective Reviews: Ensuring Initiative Success

Analyze project or objective progress, risks, and outcomes to ensure goals are met, lessons are learned, and necessary course corrections are made.

Who Should Attend?

• Project/objective sponsor, project manager, and cross-functional team members

What Should Be Discussed?

• Status updates on project deliverables

• Risks and mitigation plans

• Next steps and deadlines

Key Takeaways:

• Clear project status

• Adjustments to timeline and resources as needed

• Risk mitigation strategies

This is usually the deepest dive into a project or goal. Ensure you have the right amount of time set aside and that the right players, often beyond leadership, are invited. You need the SMEs at these meetings.

Lastly, I will add another item that has served me well over the decades. I've done a morning GEMBA walk throughout locations, visiting departments and the leadership team. This is a tactical chance to check in on any progress or obstacles without waiting for a weekly or monthly debrief. It complements other GEMBA walks with a specific purpose or focus in mind, yet it is helpful for team-building, recognition, and observation.

Accountability and Ownership

Once actions and ownership are established, accountability becomes the driving force that ensures successful execution. Without strong accountability, tasks may linger, progress can stall, and objectives risk being overlooked. The framework highlighted above, plus open discussions, help reinforce commitment, keeping individuals and teams aligned with their responsibilities. If challenges arise, accountability enables timely adjustments to the plan, ensuring that obstacles are addressed and goals remain achievable. What is the best way to ensure accountability exists within an organization?

The answer is clear - leadership must establish and sustain this behaviour. It must be done consistently, fairly, and, most of all, repetitively. Failing to be accountable shows a leader lacking the necessary traits to support their team and move the organization ahead. Tough conversations are never easy, but they are essential.

That's a lot to take in; much of it is only the tip of the iceberg. The deeper into the layers of the BOS phases, the more depth and detail there is. By structuring reviews and meetings effectively, organizations ensure alignment, agility, and accountability while preventing unnecessary meeting fatigue.

The last piece of the puzzle will arise when you ask, "What if the actions don't work or have the intended impact"?

That's where my final article on Operational Execution, the P-D-S-A cycle and continuous improvement tools will focus.