Leadership teams
A meeting is the easiest way to do something without deciding anything. That is why there are so many in your calendar, and why the same decision comes back three weeks later.
There is an agenda, there are minutes, there is attendance. Everything an organisation measures is present. Only the decision is not. A team that met twelve times about the same point did not consult too little, it postponed the real conversation twelve times.
At a table you sit across from each other, with a hierarchy and an audience. In that setup, being careful is the rational choice. Anyone with an awkward observation wraps it up, and wrapped observations change nothing.
One more analysis, one more dashboard, one more presentation. When a team gets stuck, it is rarely a shortage of information. It is an unspoken disagreement, an unclear division of roles, or two people using the same word differently.
Leaving the table once a year and putting the question itself on the table instead of the agenda item. Not because outside is magical, but because a different setup produces different behaviour. Half a day with the right question yields more than ten meetings with the right agenda.
In short
If the same decision keeps returning, do not schedule another meeting but a different kind of conversation.
Entrepreneurs rarely ask for coaching, but they do want someone who keeps asking without an interest in the outcome. The difference between a coach and a sounding board, and why it matters.
Strategy is born in the corridors more often than on the strategy day. Why that is, and how to organise those conditions on purpose.
We always start with a thirty-minute call: your question, the right format, the right length. After that you'll know whether this fits.
