Meetings are part of our work, but they often don’t seem to accomplish much.

In fact, they are considered downright energy drains. That’s because we are meeting in the wrong way.


In this model with accompanied online tool, we teach you as a team leader or coach to guide organizations and teams in their meeting culture.

Specifically, we work on how to transform difficult meetings into effective and productive meetings using the 4 types of meetings.

Possible Topics

1. Daily Check-In

The “Daily Check-in” is an agenda-oriented, administrative meeting that should last no longer than five or 10 minutes. The purpose of this meeting is simply to keep team members on equal wavelengths and provide a daily forum where activity updates and scheduling can be discussed. Hold informal conversations with team members, around relevant administrative items.


Keys to success

  • Do not sit down
  • Keep it administrative
  • Don’t cancel if some people won’t get there



2. Tactical - and Operational Meeting

The “Tactical Staff” is what most people know as usual operational meeting.


They should be about an hour long, with a tolerance of 20-minutes, and should focus on discussion around and resolution of problems affecting near-term targets. Scorecard review and resolution of critical tactical obstacles and problems.


Keys to success

  • Don’t plan anything yet, until after initial reporting
  • Postpone strategic discussions



3. Adhoc Strategic meeting

The “Adhoc Strategic Meeting” is the most interesting meeting for team leaders and the most important indicator of a company’s strategic capability.

It is the adequate place for big topics; the ones that have a long-term impact on the company. These topics need more time and a different setting.


A setting in which participants can brainstorm, debate, present ideas and consult with each other in order to find the most optimal long-term solution.

Each strategic meeting should contain no more than two topics. About two hours should then be spent on each item. Discuss, analyze, brainstorm and make a decision around a critical problem that will have a major impact on long-term success.


Keys to success

  • Focus on a specific topic
  • Prepare
  • Become fully immersed in the conflict



4. Off-Site Review (Every Quarter)

The “Off-Site Review” occurs quarterly and is an opportunity for team members to step away from the company, literally and figuratively, to reassess a variety of items.


These items include the team’s interpersonal performance, the company’s strategy, the performance of both high- and low-ranking personnel, motivation, competitive threats and industry trends.


The duration of these reviews can range from the better part of a day to two full days each quarter.


Purpose: Developmental:

Playbook (team development, dynamics and clarity), competitive landscape, industry trends and key personnel review.


Keys to success

  • Ga naar buiten
  • Focus op werk, limiteer sociale activiteiten
  • Overstructureer of overbelast de planning niet


  • Offline, Online or a combination of both (Blended)
  • Personal coaching
  • Inspirational sessions
  • Workshops
  • (Blended) Training Program

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