The Meeting Map
Which ones decide, and which only report.
Most slow companies are not badly structured. They are unclear about who decides, and the calendar quietly fills with meetings that only report.
We are not auditing the structure. We are watching how work moves through it, which is a different thing and usually the thing that hurts.
Which ones decide, and which only report.
Who can say yes, and who believes they cannot.
Work that travels up because nobody said it should not.
The gaps between teams, where things sit and wait.
What gets produced every week that nobody reads.
The ones being avoided, and what the avoidance costs.
Nobody is asked to fill in a survey. We sit in the meetings that already exist and talk to the people in them.
Two weeks of real meetings, as an observer, across levels.
Short and confidential. Nothing is attributed to anyone.
Who decides what, written so it can be read in ten minutes, and the meetings that no longer need to exist.
Which meetings decide, and which only report. The calendar rebuilt around the first kind.
Who decides what, without asking. Written down plainly enough that people actually use it.
The conversations managers keep avoiding, and the practice that makes them routine.
Headcount, how many layers, and what has slowed down. Fixed quote the same day.
Tell us what is happening. We’ll tell you whether we can help, and say so plainly if we cannot.
Most of what we do starts with one sentence about something that is not working. You do not need a brief.
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