Are your teams falling short of expectations? Before pointing fingers at your staff, it might be time to look in the mirror. In this revealing episode, we tackle the uncomfortable truth that team performance often reflects leadership systems—or lack thereof.
Many leaders claim to dislike meetings, dismissing them as unproductive time-wasters. But what if the right meeting framework could transform your team's accountability and results? We unpack the concept of a "team meeting rhythm" that automatically builds responsibility into your workflow without creating needless bureaucracy.
Want to dive deeper into building effective accountability systems? Our Management Masterclass provides comprehensive training on implementing these frameworks. It offers the structure you need to create the structure your team needs. Reach out today to learn how you can join our next cohort and start seeing the team performance you've always wanted.
Thanks for Listening. You may contact me or our team at https://billgilliland.biz/
All the best!
Bill
Thanks for listening. Please hit the subscribe button, leave us a 5 star review, and share this podcast. You can reach me at williamgilliland@actioncoach.com or at https://billgilliland.biz/
All the best!
Bill
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Hey there, hope you're having a fantastic week.
Just want to remind you thatthe Asheville Business Summit is
coming up in September.
You can go to wncsummitcom, youcan check it all out.
You can get your tickets there.
If you want to become a sponsor, you can do all that, but it's
time to get started on that.
(00:22):
We look forward to having it.
It is going to be about aone-year anniversary from
whenever Hurricane Helene hit.
We're going to be celebratingthe recovery.
We're going to be celebratingwhere we're headed and how we're
becoming stronger and betterevery day here in Asheville.
So make sure you get out thereto WNCSummitcom, check that out.
(00:47):
Also.
You know for this episode, forthis podcast, that we can give
you more if we have moresubscribers, and so if you
haven't hit the subscribe buttonyou're listening to this please
hit the subscribe button.
We'd appreciate it and it'llallow us to give you even more
value.
(01:08):
So I was talking to one of myclients and he was lamenting the
fact that he just wasn'tgetting the results he needed
and basically he put it down tothe team just wasn't performing
up to par.
How many of you said that myteam isn't doing what they're
supposed to do?
They're not getting it done.
(01:28):
It doesn't mean you have a badteam, it just means that, for
some reason, we're not gettingthe results that we'd like to
get from our team.
Well, here's the problem.
Life is a mirror.
So, basically, if you reflectback what your team is doing,
you got to look at yourselffirst.
And so, as the coach that I am,I called him on it and I said
(01:53):
hey, life's a mirror.
What are you doing to hold theteam accountable?
And he said well, you know this, and that wasn't really
anything, not much.
And I said well, what kind ofteam meeting rhythm do you have?
And then his response was well,I don't like meetings, and
meetings don't work, and blah,blah, blah, and you've heard it
all.
But it was like well, it waslike hang on, it's not the
(02:16):
meetings that are not working,it's the fact that the people
aren't working and we're notgetting the results.
So how do we know if themeetings is not worth it?
Now, the point of a teammeeting rhythm is that it builds
in accountability.
And you're saying well, allright, bill, what the heck is a
team meeting rhythm?
Well, it's having a regularschedule of various kinds of
(02:37):
meetings that everybody's goingto sit.
Now, look, I'm with him.
I don't like meetings for thesake of meetings.
I do like meetings that have agood agenda, that are
well-organized and they'reregular so that everyone knows
how to sit.
So you say, all right, bill,what is a good team meeting
rhythm?
Well, here's a team meetingrhythm for you, and this will
build in automaticaccountability.
(02:58):
Now there's some prerequisitesto this and I'll get into what
those are.
So Monday we have what we call aLion Meeting.
The Lion Meeting stands forlast week.
So what happened last week?
What are any issues that cameup during the week?
What are any opportunities thatwe have moving forward?
(03:21):
And then, what are we going toget done this week or next week?
And the reason it's called theLion is because this is meant to
be every week.
Your team should beindividually filling out a Lion
sheet on Friday afternoon beforethey leave, or whatever their
last day is before they leave,and putting that in and bringing
it to the Monday meeting.
(03:42):
And that's a good statement foryou to understand.
Bring it to the meeting,because a lot of things come up
during the week.
That'll just be distractions,but they should be handled in
the meeting with the whole teamso we can get doing Now.
The second thing is individualreport meetings.
Now I personally like to dothese on Thursday.
I like to have the Mondaymeeting, then I like to have the
(04:04):
Thursday meeting.
And he say well, why do youwant to have an individual
meeting or coaching session, orwhatever you want to call it,
with your direct reports onThursday?
Well, if they haven't finishedor they haven't gotten the stuff
done they said they were goingto do that week from the Lion
meeting, then Thursday stillgives you a chance to get them
back on track and potentiallysave the week by getting some
(04:26):
stuff done Friday.
So those are two kinds ofmeetings.
The third kind of meeting isdaily huddles and that should
happen in individual groups,individual teams, small groups.
You come in in the morning, nomore than 10 minutes.
I usually like to do a quickwhiffle.
If you don't know what awhiffle is, you can look at one
(04:46):
of my other videos.
Do a quick whiffle, same dealwhat happened yesterday?
What are you going to get donetoday?
But it's quick, quick, quick.
No more than 10 minutesStanding up.
That's why we call it a huddle.
Then you also have quarterlyplanning sessions and then you
have yearly and five-yearlyplanning sessions.
Now, the other prerequisite isthat you do a to-do list every
(05:09):
day, that everybody on the teamdoes a to-do list every day, the
night before they go home.
So every day they have oneto-do list and on Fridays they
have the weekly to-do list.
So we get people thinking ahead, we get people focused on what
they need to done, what'simportant for them to do, and
they get it done.
Now, by definition, having thisteam meeting on Monday and
(05:33):
having these individual meetingson Thursday, automatic
accountability is created.
That's what we're after.
We're not after meetings forthe sake of meetings.
In fact, I want to keep themeetings as short and to the
point as possible.
That's why we have an agenda.
But I want the people to getthe results.
So if your team isn't gettingresults, then you may want to
(05:57):
set up a team meeting rhythm.
Now, if you'd like moreinformation on all of this and
how to do it, then you're goingto want to get involved in our
Management Masterclass.
It's a 12-week course.
Design it.
If you'd like more information,respond to this email.
I'd love to get you in.
We've had hundreds of people gothrough it and the ratings are
five stars.
They're getting great results.
(06:19):
You're getting great resultsfrom your team, and the nice
thing about the ManagementMasterclass is it creates the
accountability for you to createthe accountability for your
team.
So I look forward to seeing youin the Management Masterclass.
If I can help you with anything, hit me up here.
Until next time, all the best.
Hey there, hope you're having a fantastic week.
Just want to remind you thatthe Asheville Business Summit is
coming up in September.
You can go to wncsummitcom, youcan check it all out.
You can get your tickets there.
If you want to become a sponsor, you can do all that, but it's
time to get started on that.
(00:22):
We look forward to having it.
It is going to be about aone-year anniversary from
whenever Hurricane Helene hit.
We're going to be celebratingthe recovery.
We're going to be celebratingwhere we're headed and how we're
becoming stronger and betterevery day here in Asheville.
So make sure you get out thereto WNCSummitcom, check that out.
(00:47):
Also.
You know for this episode, forthis podcast, that we can give
you more if we have moresubscribers, and so if you
haven't hit the subscribe buttonyou're listening to this please
hit the subscribe button.
We'd appreciate it and it'llallow us to give you even more
value.
(01:08):
So I was talking to one of myclients and he was lamenting the
fact that he just wasn'tgetting the results he needed
and basically he put it down tothe team just wasn't performing
up to par.
How many of you said that myteam isn't doing what they're
supposed to do?
They're not getting it done.
(01:28):
It doesn't mean you have a badteam, it just means that, for
some reason, we're not gettingthe results that we'd like to
get from our team.
Well, here's the problem.
Life is a mirror.
So, basically, if you reflectback what your team is doing,
you got to look at yourselffirst.
And so, as the coach that I am,I called him on it and I said
(01:53):
hey, life's a mirror.
What are you doing to hold theteam accountable?
And he said well, you know this, and that wasn't really
anything, not much.
And I said well, what kind ofteam meeting rhythm do you have?
And then his response was well,I don't like meetings, and
meetings don't work, and blah,blah, blah, and you've heard it
all.
But it was like well, it waslike hang on, it's not the
(02:16):
meetings that are not working,it's the fact that the people
aren't working and we're notgetting the results.
So how do we know if themeetings is not worth it?
Now, the point of a teammeeting rhythm is that it builds
in accountability.
And you're saying well, allright, bill, what the heck is a
team meeting rhythm?
Well, it's having a regularschedule of various kinds of
(02:37):
meetings that everybody's goingto sit.
Now, look, I'm with him.
I don't like meetings for thesake of meetings.
I do like meetings that have agood agenda, that are
well-organized and they'reregular so that everyone knows
how to sit.
So you say, all right, bill,what is a good team meeting
rhythm?
Well, here's a team meetingrhythm for you, and this will
build in automaticaccountability.
(02:58):
Now there's some prerequisitesto this and I'll get into what
those are.
So Monday we have what we call aLion Meeting.
The Lion Meeting stands forlast week.
So what happened last week?
What are any issues that cameup during the week?
What are any opportunities thatwe have moving forward?
(03:21):
And then, what are we going toget done this week or next week?
And the reason it's called theLion is because this is meant to
be every week.
Your team should beindividually filling out a Lion
sheet on Friday afternoon beforethey leave, or whatever their
last day is before they leave,and putting that in and bringing
it to the Monday meeting.
(03:42):
And that's a good statement foryou to understand.
Bring it to the meeting,because a lot of things come up
during the week.
That'll just be distractions,but they should be handled in
the meeting with the whole teamso we can get doing Now.
The second thing is individualreport meetings.
Now I personally like to dothese on Thursday.
I like to have the Mondaymeeting, then I like to have the
(04:04):
Thursday meeting.
And he say well, why do youwant to have an individual
meeting or coaching session, orwhatever you want to call it,
with your direct reports onThursday?
Well, if they haven't finishedor they haven't gotten the stuff
done they said they were goingto do that week from the Lion
meeting, then Thursday stillgives you a chance to get them
back on track and potentiallysave the week by getting some
(04:26):
stuff done Friday.
So those are two kinds ofmeetings.
The third kind of meeting isdaily huddles and that should
happen in individual groups,individual teams, small groups.
You come in in the morning, nomore than 10 minutes.
I usually like to do a quickwhiffle.
If you don't know what awhiffle is, you can look at one
(04:46):
of my other videos.
Do a quick whiffle, same dealwhat happened yesterday?
What are you going to get donetoday?
But it's quick, quick, quick.
No more than 10 minutesStanding up.
That's why we call it a huddle.
Then you also have quarterlyplanning sessions and then you
have yearly and five-yearlyplanning sessions.
Now, the other prerequisite isthat you do a to-do list every
(05:09):
day, that everybody on the teamdoes a to-do list every day, the
night before they go home.
So every day they have oneto-do list and on Fridays they
have the weekly to-do list.
So we get people thinking ahead, we get people focused on what
they need to done, what'simportant for them to do, and
they get it done.
Now, by definition, having thisteam meeting on Monday and
(05:33):
having these individual meetingson Thursday, automatic
accountability is created.
That's what we're after.
We're not after meetings forthe sake of meetings.
In fact, I want to keep themeetings as short and to the
point as possible.
That's why we have an agenda.
But I want the people to getthe results.
So if your team isn't gettingresults, then you may want to
(05:57):
set up a team meeting rhythm.
Now, if you'd like moreinformation on all of this and
how to do it, then you're goingto want to get involved in our
Management Masterclass.
It's a 12-week course.
Design it.
If you'd like more information,respond to this email.
I'd love to get you in.
We've had hundreds of people gothrough it and the ratings are
five stars.
They're getting great results.
(06:19):
You're getting great resultsfrom your team, and the nice
thing about the ManagementMasterclass is it creates the
accountability for you to createthe accountability for your
team.
So I look forward to seeing youin the Management Masterclass.
If I can help you with anything, hit me up here.
Until next time, all the best.
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