<aside> 💡 Ideal structure and duration: schedule at least 4 meeting sessions to complete the quarterly planning:

• a pre-meeting work session (this can be individual work)
• 2 working sessions, no more than 1 week apart (~3 hours, but it is wise to block 4 hours for each)
• a final 90 min session to wrap up and confirm the quarterly MAPs </aside>

<aside> <img src="/icons/circle-two-eighths_orange.svg" alt="/icons/circle-two-eighths_orange.svg" width="40px" />

Pre-Meeting Work

1 week before the Quarterly Planning Meeting Sessions:

• The Integrator and the Visionary of the company should meet for about 90 min. During this meeting, the Integrator should interview the Visionary with the goal of extracting answers to the review questions below (which will then also be discussed with the entire leadership team). The Visionary will be the leader on the planning sessions, so they need to be prepared to possibly present their vision and get feedback. The focus should be on:
  • whether the core values, mission and vision need to be updated
  • is the leadership team still the right one? if not, this needs to be fixed in one-on-one meetigns before the planning sessions, and make sure to have any lead team mebers added or removed from the meeting as needed.
  • In case there is no Integrator: the Visionary should take some time to think through the review questions below before the meeting sessions.
• The entire team needs to be reminded to pre-plan for the meeting sessions. they should be ready to talk about:
  • where they are with their projects
  • any KPIs changes needed for the next quarter
  • core values, mission and vision: think about one story of how a team member exuded one of the company core values and bring that to the meeting. In case they have any specific feedback on someoen not living up to the company’s values - this feedback should be given personally on a one-on-one meeting. </aside>

<aside> <img src="/icons/circle-four-eighths_orange.svg" alt="/icons/circle-four-eighths_orange.svg" width="40px" />

Review (1st Working Session)

Company Review

The leadership team should take some time to collectively think through:

• what has gone well, what has not gone well during the last quarter, review the status of the previous MAPs ~15min
• Review KPIs - are they still the right metrics to track? ~30min
• Financial health of the company ~5-10min
• summarize what the theme of the upcoming quarter should be in ortder to stay on track with the company vision (this can be proposed by the Visionary) ~5min
• Review the company core values, mission and vision (this is not necessarily needed at every quarterly planning meeting, but should be done at least once every 4Qs). Determine if they are still the right ones and adjust as needed ~30min (but might take up the entire first session if they need to be redisigned completely)

Parking Lot Review

Identify which issues fall into which of the 4 categories below. Move them to the corresponding list.

• issues we need to solve now, during the quarterly meeting - move to the Short Term Issues list.
• potential MAP and potential Owners for each - move to the Potential MAPs list.
  • When putting things into the Potential MAP's list, make sure to also assign a temporary MAP owner to each MAP.
• irrelevant - delete
• stays in the parking lot for the future - simply leave in the Parking lot list </aside>

<aside> 💡 Before the second session: each potential MAP owner needs to plan their MAP(s).

Fill out a MAP worksheet to come up with the quick draft of what the MAP should be.

The Goal should be SMART, each MAP should have 3-5 milestones, you should identify what resources are needed and who should own it for the quarter.

</aside>

<aside> <img src="/icons/circle-six-eighths_orange.svg" alt="/icons/circle-six-eighths_orange.svg" width="40px" />

Issues & MAPs (2nd Working Session)

Short Term Issues

All items identified as short term issues during the first session should be discussed and cleared here. If any issues were solved prior to the meeting, give a headline.

Any potential new KPIs to track, or changing of the current ones can be discussed and decided on under this section. Adjust the Scorecard accordigly.

Potential MAPs

All potential MAPs need to be discussed with the leadership team and finalized. Each person who was assigned a MAP presents it to the team. The team finalizes the official MAPs list and official MAP owners. Homework for this meeting is: if you were officially assigned a MAP, you flesh it out in full detail before the next meeting, with the help of a project manager, if needed.

</aside>

<aside> <img src="/icons/circle-alternate_orange.svg" alt="/icons/circle-alternate_orange.svg" width="40px" />

Final 90min Session

Confirm new MAPs

Whoever was assigned a MAP presents the final and full version of the MAP, tweak as needed with feedback from the leadership team. And then offically accept it and put it into the weekly meeting template.

Cascade messages

Assign action items resulting from the conversation.

Cascade messages to the team as needed, based on decisions made during the planning.

</aside>

<aside> 💡 Note that a separate meeting may also be necessary if more work is needed to change or fine-tune any Core Values, Mission and Vision or any extra work on fine tuning KPI's.

</aside>