In weekly management-team meetings, we use the Meet and Alignment protocols … that I’ve pulled from the utterly brilliant work of Richard Kasperowski and his work with The Core Protocols (for high-performing teams)
In the course of checking in, each one of us will share for up to a minute or so, what we’re feeling and then declare, “I am checking in”, followed by what we want to accomplish in the meeting. The CEO or COO will then sequence which items the team will tackle in the session and time box each one.
Week after week, these check-ins train each team member to see, feel and sense team members in ways that are more empathic and nuanced.
These core protocols of high-performing teams also contribute to a greater sense of emotional safety for team members, and add to a willingness to speak up and contribute if it’s just a hunch or not yet fully formed idea.
The surface level work of the weekly management-team meeting deals with the inspection of company-wide progress on results from the previous week.
Again, week after week, knowing that you will report your progress each week will induce a deep-seated sense of accountability to the team as well as create openings to receive support from others.
That last part, receiving support in safe space, produces a growing sense gratitude as a leader, who sees his or her vision made manifest, one Key Result at a time.
It will also instill a greater sense of membership, unity, and gratitude within the team and each team member.
Over time, these meetings contribute to a sense of momentum across the team, stoking both a desire to contribute more and a greater willingness to stretch to make that happen.
Finally, weekly management-team meetings that use the core protocols for teams will induce each member to have a more conscious and deliberate relationship with the company, team and with themselves.
One by one, the management-team members step into,
“I own this company,
the company owns me,
and I just love that!”
And as this expands you become more open to receiving the fuller, more nuanced, and empathic presence of the team as a whole and individuals.
So, one or more of the co-founders will first model this new social norm and stabilize this new norm within the management team.
From there, you can begin cascading Freedom, Responsibility and Gratitude into your organization, starting with Position Agreements.
