Agenda for Decision-Making Meetings

The simple, foolproof meeting format we use to oversee dozens of companies generating over $100mm / yr: 🧵 👇 We'll use a fictional company to show how we do things: "Grilldey’s" It’s a beloved neighborhood bar and grill with big ambitions. I’ll walk through the format we use, step by step. 72 hours before the meeting, the CEO distributed the agenda and slide deck. So, everyone has studied the materials. We start on time. Then, first review the agenda for the meeting. And do some quick housekeeping. We ask if anyone has issues they want to make sure we discuss. Those get added to the Issue Processing part of the agenda (more about this later). Next, we revisit our desired culture for the board. The chair picks one and reviews it for ~2 mins. Next is the management presentation. Over about 45 minutes, the CEO and CFO catch us up. Remember, this deck was sent out 3 days prior. The CEO just adds color to the slides. So don't read them word for word (BORING!). CEO level sets everyone up about our business and vision. I love systems that do “one-page strategic plans” like EOS and Scaling Up. The CEO reviews the current iteration of this living document. And highlights any changes. Now, we zoom into the results for this past quarter. The CEO provides the result of our “rocks” (EOS' quarterly goals) And our numbers for the quarter. The goals we hit are green. Reds/yellows are misses. Next is what’s up for the coming quarter. Same format as before. Sticking to the EOS model with 3-to-7 S.M.A.R.T. goals. (Specific Measurable Achievable Relevant Time-bound). Next, we make sure to stop and celebrate some wins. We reserve a slide for that. We also look at our KPIs and status for each area of the business for the quarter (as defined by EOS). The CEO hands it over to the CFO. And the usual financial slides and numbers are presented. We listen for anything that might need to be problem-solved later. And add those to the "Issues" list to process later on. Now we get to the meat of the meeting. For the next 60-150 minutes, we process issues as a board. Anything we’ve identified in previous sections needing further discussion, we have put in the parking lot here. We tackle them one at a time. A quick word about issues: These could be challenges. Or they are informational, like a presentation on our world-class competitor, @Chilis. Issues are processed using a system called IDS defined by @EOSworldwide. (If you want to know about this, read the book Traction!) After the ending time is reached or we run out of issues, the meeting goes to closing: Rate the Meeting. Each person rates the meeting 1 to 10. If it’s not a 10, you must say what would have made it better. We use this feedback to improve for next time.

I blew too many board decks early in my career. I’d walk in with 100 slides, every metric possible, proud of the grind. The board nodded… nothing moved. Waste of time. Now I sit on multiple boards. I see founders making the same mistakes. Here’s where it goes wrong, and how to fix it. - Data dump, no take You flood the room with numbers, then stop. No context, no call. Fix… for every chart add two lines: “What this means” and “What we’re doing next.” If you can’t write those, the slide doesn’t belong. - Activity theater You recap how busy the team was instead of how the business moved. Fix… tie updates to 3 company priorities. For each, show target, actual, delta, owner, next milestone. Busy is not progress. - Surprise agendas You spring topics in the meeting and hope for magic. It won’t happen. Fix… lock topics 5 days ahead. Send pre-reads 72 hours before with a clear “ask” for each topic. People do better work when they prep. - Jargon soup You assume investors know your world as well as you do. They don’t. Fix… plain language. Define acronyms once. If your mom wouldn’t follow it, your board won’t either. - No decision frame You ask for a decision without telling people how to think about it. Fix… give the lens. What tradeoffs matter, what factors carry weight, what risks you’ll accept. Guide the room to be useful. What the board actually needs from you: - The 3 metrics that matter Examples… ARR growth, net dollar retention, cash runway. Show target vs actual, trend, and the single root driver. One sentence each. - Why those metrics matter now Brief context… pricing change hit SMB churn, CAC rising in paid, enterprise sales cycle slipped 18 days. No fluff, just cause and effect. - The 1–2 decisions you want help with Example… EU launch Q4 or Q1, hire VP Sales now or post-Series A. Make the ask explicit. “I need a go, no-go, or guardrails.” - A simple decision framework Spell out how to weigh it… speed vs burn, growth vs dilution, risk vs upside. Give options A, B, C with pros, cons, and your recommendation. Show the tradeoffs like an adult. How to prep so the meeting produces decisions, not noise: - Topics agreed in advance Email the agenda and asks 5 days out. “We will discuss X. Please weigh in on Y using these factors.” - Context one-pagers For each decision, attach a single page: background, options, primary factors, risks, recommendation, the specific ask. No novels. - Plain English packet Kill the jargon. If you must use it, add a one-line definition. You’re aligning a room, not flexing. - Strategy over tasks Open with the 3 priorities, not the 30 tasks. Close each section with “impact on the mission.” - Traffic-light the plan For each initiative… status, owner, next milestone, blocker, help needed. Green, yellow, red. Ask for help on yellows and reds. My slide test is simple… Question, Fact, Meaning, Action. If a slide doesn’t pass that, it’s filler. You don’t get extra credit for volume. You get results for clarity.

𝐇𝐨𝐰 𝐨𝐟𝐭𝐞𝐧 𝐝𝐨 𝐰𝐞 𝐞𝐧𝐭𝐞𝐫 𝐚 𝐦𝐞𝐞𝐭𝐢𝐧𝐠, 𝐩𝐫𝐞𝐩𝐚𝐫𝐞𝐝 𝐟𝐨𝐫 𝐚 𝐡𝐞𝐚𝐥𝐭𝐡𝐲 𝐝𝐢𝐬𝐜𝐮𝐬𝐬𝐢𝐨𝐧, 𝐫𝐚𝐭𝐡𝐞𝐫 𝐭𝐡𝐚𝐧 𝐫𝐞𝐯𝐢𝐞𝐰𝐢𝐧𝐠 𝐭𝐡𝐞 𝐝𝐞𝐭𝐚𝐢𝐥𝐬 𝐢𝐧 𝐭𝐡𝐞 𝐦𝐞𝐞𝐭𝐢𝐧𝐠 𝐢𝐭𝐬𝐞𝐥𝐟? 𝐖𝐢𝐭𝐡 𝐭𝐡𝐞 𝐚𝐦𝐨𝐮𝐧𝐭 𝐨𝐟 𝐦𝐞𝐞𝐭𝐢𝐧𝐠𝐬 𝐭𝐡𝐚𝐭 𝐭𝐚𝐤𝐞 𝐩𝐥𝐚𝐜𝐞, 𝐢𝐭 𝐢𝐬 𝐞𝐬𝐬𝐞𝐧𝐭𝐢𝐚𝐥 𝐭𝐨 𝐦𝐚𝐤𝐞 𝐬𝐮𝐫𝐞 𝐭𝐡𝐞𝐲 𝐚𝐫𝐞 𝐭𝐫𝐮𝐥𝐲 𝐚𝐝𝐝𝐢𝐧𝐠 𝐯𝐚𝐥𝐮𝐞. During my stint as Group Medical Director with Dr Lal Path Labs, I was introduced to the concept of a pre-read. Anyone scheduled to speak should share the slide deck with relevant information as a pre-read with all the attendees. This allows for everyone to know the context in advance, giving time to review the details and build their point of view, allowing for a healthy discussion, rather than understanding the contents during the presentation. Taking into account this simple philosophy, here's how I suggest 𝐦𝐚𝐤𝐢𝐧𝐠 𝐚𝐧𝐲 𝐦𝐞𝐞𝐭𝐢𝐧𝐠 𝐧𝐨𝐭 𝐣𝐮𝐬𝐭 𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐯𝐞, 𝐛𝐮𝐭 𝐝𝐨𝐰𝐧𝐫𝐢𝐠𝐡𝐭 𝐭𝐫𝐢𝐮𝐦𝐩𝐡𝐚𝐧𝐭. 1. 𝐒𝐭𝐚𝐫𝐭 𝐚𝐧𝐝 𝐞𝐧𝐝 𝐭𝐡𝐞 𝐦𝐞𝐞𝐭𝐢𝐧𝐠 𝐨𝐧 𝐭𝐢𝐦𝐞: Arriving 5 minutes before the start of the meeting allows the meeting to start on time and also time to address any tech glitches that could come up in making the presentation. 2. 𝐏𝐫𝐞-𝐑𝐞𝐚𝐝 𝐌𝐚𝐭𝐞𝐫𝐢𝐚𝐥: Consider sharing pre-read materials or literature related to the agenda which ensures that all participants have the chance to do their homework, and come prepared with thoughts, notes, & ideas, making the meeting more focused & effective. 3. 𝐁𝐞 𝐑𝐞𝐚𝐝𝐲 𝐭𝐨 𝐏𝐚𝐫𝐭𝐢𝐜𝐢𝐩𝐚𝐭𝐞: Interactive meetings where all participants contribute makes for a healthier discussion. 𝐈 𝐨𝐟𝐭𝐞𝐧 𝐬𝐭𝐚𝐭𝐞 𝐭𝐡𝐚𝐭 "𝐧𝐨 𝐨𝐧𝐞 𝐢𝐬 𝐚𝐬 𝐬𝐦𝐚𝐫𝐭 𝐚𝐬 𝐚𝐥𝐥 𝐨𝐟 𝐮𝐬!" 4. 𝐓𝐡𝐞 𝐀𝐫𝐭 𝐨𝐟 𝐓𝐚𝐤𝐢𝐧𝐠 𝐍𝐨𝐭𝐞𝐬: It's not about scribbling down every word like a court stenographer. It's about capturing the non-negotiables, action points, and responsibilities in the moment. Consider them as not just records; they're your treasure map to the 'Aha!' moments that will help you think better and collaborate effectively post the discussion. 5. 𝐌𝐢𝐧𝐮𝐭𝐞𝐬 𝐚𝐬 𝐔𝐧𝐬𝐮𝐧𝐠 𝐇𝐞𝐫𝐨𝐞𝐬 𝐨𝐟 𝐌𝐞𝐞𝐭𝐢𝐧𝐠𝐬: Meeting minutes aren't meant to gather dust in your inbox; they're strategic tools. Break down minutes into bite-sized, achievable steps to ensure that discussions lead to tangible results. 6. 𝐏𝐚𝐮𝐬𝐞 & 𝐑𝐞𝐟𝐥𝐞𝐜𝐭: How often do we jump from one meeting to another in a day? It's crucial to pause and reflect. Take a few minutes after the meeting to ponder on the discussed topics. Immediate reflection eliminates confusion and clutter, providing clarity when circling back to the key points. How do you approach meetings to ensure maximum productivity and efficiency? I would love to hear and learn from your insights. #preread #productivemeetings #DrSanjayArora

Good decisions die in messy docs. If you want clarity and speed, compress it. One page. Five sections. No fluff. 1. Context – Why we’re here and what’s at stake. 2. Options – The real alternatives we considered. 3. Risk – Trade-offs, uncertainties, and what could break. 4. Choice – The decision, and the “why” behind it. 5. Follow-Ups – Who owns what, and by when. This format does 3 things well: Forces clear thinking. Speeds alignment. Leaves a record for future you. If your team debates endlessly or revisits decisions over and over, try the one-page memo for your next meeting. You’ll feel the difference.

Ready to ditch decision-less meetings? Start by getting everyone on the same page…literally. Our meetings begin by silently reading a Confluence page (cameras off). Meeting participants comment with feedback and raise discussion points. Once we’re done reading (~5-10 minutes), the majority of the meeting is dedicated to meaningful discussion and decision-making. We conducted an experiment where we taught Atlassians how to write a clear, audience-focused page and facilitate meetings with them. We found: 85% of page-led meetings achieved their goal 29% more attendees felt energized They were more efficient and inclusive Link in comments to learn how try this with your team 👇

Your meetings are bleeding you dry. The average leader spends 23 hours per week in meetings. Half of those hours? Complete waste. I've been in those boardrooms where time disappears and decisions don't happen. You probably have too. The problem isn't meetings. It's bad meetings. Most meetings are designed to share information. Great meetings are designed to solve problems. This is why Level 10 Meetings are the backbone of every successful company I work with. Traditional meetings fail because they're: → Randomly scheduled, constantly shifting → Opinion-driven, not data-informed → Filled with status reports, not solutions → Missing clear next steps and ownership → Focused on talking, not deciding Level 10 Meetings succeed because they're: → Same day, same time, same agenda every week → Data-first (using a Scorecard) to cut through opinions → Structured for issue-solving (60% of meeting time) → Designed for clear who/what/when outcomes → Rated and improved every single time The magic lies in IDS - Issues, Discussion, Solution: 1. Identify the real issue (not symptoms) 2. Discuss once (no circular conversations) 3. Solve with clear ownership and timeline Using the Level 10 Meeting agenda, I watched a leadership team go from 15 hours of weekly meetings to just 5. Their execution speed? Doubled. Team engagement? Soared. All of their lingering issues? Vanished. The greatest competitive advantage isn't technology or talent. It's how quickly you solve problems. Level 10 Meetings are your secret weapon. -- ➕ Follow me, Mark O'Donnell, for more insights that turn entrepreneurial challenges into opportunities ✉️ Get weekly leadership insights delivered to your inbox: www.markodonnell.me

Useless meetings drain energy… Mastering them isn't optional—it's crucial. Every bad meeting costs real progress. Try these frameworks: RAPID Framework R - Recommend: Subject matter experts propose solutions A - Agree: Stakeholders approve or veto recommendations P - Perform: Individuals execute the finalized decision I - Input: Contributors provide feedback and insights D - Decide: Decision-maker ensures alignment 7Ps Meeting Framework Purpose: Define the meeting's objective People: Identify key participants Process: Outline the meeting flow Product: Determine expected outcomes Pitfalls: Anticipate potential challenges Preparation: Ensure readiness before the meeting Practicalities: Address logistical details 4Ps Framework Performance: Evaluate team performance People: Focus on individual contributions Projects: Align discussions with project goals Priorities: Set clear priorities for action items Lightning Decision Jam (LDJ) Identify the Problem: Define the issue clearly Ideate: Brainstorm solutions individually and share Cluster Ideas: Group similar ideas for clarity Vote: Prioritize ideas through voting Action Items: Assign tasks based on selected ideas Which framework will you try first? Found this useful? Follow Jonathan and reshare.

One voice hijacked the Board meeting. And it almost went sideways. It was a winter morning, and the boardroom felt brighter than the conversations we were about to have. A director with a long history in the company took his usual seat near the head of the table. The early items moved quickly, and then we arrived at pricing and margin, the contentious item on the agenda. The director leaned forward and began to talk about a different issue entirely, something large and adjacent that would have taken up the remaining time. Eyes dropped to laptops, the CEO paused, and the quietest director folded her hands. The room's vibe began to change. I let the director finish his first long arc, and then I gently raised my hand to interrupt the pattern. “I'm mindful we have 20 minutes left on this agenda item. Please can we come back to the decision at hand about the price adjustment?” The sentence was simple, the timeframe was clear, and it returned everyone to the work we were supposed to do. The director pivoted into a broader concern about market share and brand risk, and those were fair concerns. I called on two quiet voices and asked what they were seeing that could change their views on a price change. The meeting shifted to a better pace, and we now had perspectives anchored in data rather than status. We closed the item with a motion to pilot the price change for sixty days, publish a simple weekly dashboard, and return with customer feedback. I thanked the director for identifying a strategic risk and scheduled a separate session for the broader brand question. For me, authority in a boardroom comes from protecting the process and dignity of attendees. That enables good decisions to be made. When finance leads that way, clarity becomes part of the culture. 1. Frame decisions early. Ask the chair and one skeptical director to explain the decision needed and the risks they fear the most. Naming this early reduces the need for speeches. 2. Bring out the quiet voices first. Ask two people who rarely speak to share their observations. This expands the data set. 3. Separate the person from the idea. Acknowledge the value of concerns raised, then relocate them to the right forum. This teaches the room that ideas will be heard, just not everywhere and not at any cost. 4. Close with a clear summary. Explain the choice, the why, the owner, the first deadline, and the measure that will tell you if the decision was right. If you lead rooms where one voice dominates the conversation, try this sequence and watch the energy change. What's your biggest challenge when it comes to Board meetings? ------- ➕ Follow Jonathan Maharaj FCPA for finance‑leadership clarity. 🔄 Share this insight with a decision‑maker. 📰 Get deeper breakdowns in Financial Freedom, my free newsletter: https://lnkd.in/gYHdNYzj 📆 Ready to work together? Book your Clarity Session: https://lnkd.in/gyiqCWV2

Everyone hates meetings because they’re the default, not the decision. ⏳ We pile people in a room to “figure it out,” with no owner, no pre-work, and a 60-minute calendar block that magically expands to fill itself. The result? Status theater, meandering updates, and nothing that actually moves. Here’s a simple playbook to make meetings not-awful (and actually useful) 🧰 Ask the killer question first: “Could this be async?” – If yes: write a 1-pager, comment in a thread, or record a quick walkthrough. Only meet if there’s real ambiguity or a decision to make. Define the outcome up front. – By the end we will: Decide X, Generate 3 options for Y, or Commit to a plan for Z. If you can’t write that sentence, you’re not ready to meet. Do the pre-work. – Send a one-pager 24 hours ahead. Start with 5 minutes of silent read so everyone begins at context, not catch-up. Invite fewer people. – 2–5 deciders + 1 scribe beats 12 spectators. Everyone else gets notes or a recording. Shorten the slot. – Default to 15 minutes. Add time only if the agenda demands it. Keep a “parking lot” for off-topic items. Assign clear roles. – DRI (owner), Facilitator (keeps time), Scribe (writes decisions), Approver (one person). Many “approvers” = no decision. Close strong. – End with: the decision, owners, deadlines, and the first next step. Ship notes within 10 minutes while context is fresh. Meeting alternatives to try this week: – Decision doc + comments – Async standup (yesterday/today/blockers) – Office hours block instead of recurring status – Living FAQ/playbook page for repeat questions – Annotated screen recording for walkthroughs Copy/paste “Meeting Brief” template: Goal: Type (Decision / Brainstorm / Kickoff / Retro): DRI: Must-have attendees: Pre-read link: Agenda with timestamps: Exit criteria (how we’ll know it worked): Risks / open questions: Next steps (owner + date): If every calendar invite had an outcome, pre-read, and a DRI, most meetings would be half as long and twice as valuable. What’s one change you’ll try this week?

Most meetings suck - suck time, energy, and productivity. I know I'm not alone in being over the endless meeting workday. For startups (or anyone building), time is the most precious resource. If you're always meeting, when do you have time to actually build the thing? It's time to challenge the status quo and reimagine our meeting culture. And not just because it’s a driving culprit behind Sunday Scaries! Here's why: 💸 A Doodle study found pointless meetings cost U.S. businesses $399 billion in 2019. How much runway are you burning in conference rooms? 📆 Atlassian reports employees spend 31 hours monthly in unproductive meetings. That's four workdays lost! 😨 Harvard Business Review research shows 65% of senior managers say meetings keep them from completing work. In startups, that's innovation suicide. ⏱️ According to Korn Ferry, 71% of professionals lose time weekly due to unnecessary meetings. Can you afford this when racing for product-market fit? 😴 Atlassian's survey revealed 91% of employees daydream during meetings, 39% have fallen asleep. How can you disrupt markets with a snoozing team? 👀 Doodle found only 50% of meeting time is spent engaging with content. Would you accept this from your code? It's time for a radical shift. Here are some ideas we’ve been kicking around: ⏳ Implement a "Meeting Budget": Allocate a fixed amount of time for meetings each week. Once it's gone, it's gone. This forces prioritization and efficiency. 🍕 "Two-Pizza Rule": If two pizzas can't feed the group, the meeting's too large. Smaller groups tend to be more focused and decisive. 💻 Smarter Async Communication: Use tools to determine what needs real-time interaction. If a topic requires more than 6 Slack exchanges, it might be time for a quick sync. 🙅🏻♀️ "No-Meeting Days": Designate specific days for deep work, free from interruptions. This can significantly boost productivity and creative output. 📋 Use POP Agenda: This is a game-changer for meeting efficiency. Here's how it works: - Purpose: Clearly state why you're meeting. Is it for decision-making, brainstorming, or alignment? - Outcomes: Define 2-3 specific results you need by the end of the meeting. - Process: Outline how you'll use the time to achieve those outcomes. POP keeps everyone focused and gives permission to redirect when discussions stray. It works for everything from quick check-ins to marathon brainstorming sessions. (One of my favorite frameworks I’ve ever used!) Let's stop sucking the life out of our organizations with needless meetings. The future of innovation depends on it. How has your team cut meeting fat and started sprinting faster?