Maximising Your Strategic Impact
Rethinking Meetings, Communication, and Decision-Making
This week, we’ve been diving into the systems and processes that shape the way we work and how they impact our ability to lead strategically. While much of leadership development focuses on individual behaviours, the structures around us play an equally significant role in determining how effective we can be. If your organisation’s systems are not aligned with your strategic goals, you could be unknowingly limiting your own effectiveness.
In this post, we’ll explore how refining the systems and processes you rely on—such as meetings, communication, and decision-making—can unlock your potential to operate as a more strategic leader. Let’s get started by looking at some key areas where improvement could lead to better strategic outcomes.
The Power of Purposeful Meetings
Meetings are the lifeblood of organisational collaboration, but they can also become one of the biggest drains on time and energy. If meetings aren’t managed properly, they quickly turn into “washing machine” sessions—where everyone gathers but nothing meaningful gets done. We've all been there: a group of people in a room, discussing the same issue for the third time, with no resolution in sight.
To avoid this fate, it's essential to be intentional about the purpose of every meeting. Ask yourself: What are we here to achieve today? Is this meeting about solving an operational problem (a “dance floor” meeting), or is it more strategic in nature, aimed at long-term planning (a “balcony” meeting)?
The balcony vs. dance floor analogy is incredibly useful when distinguishing between these types of meetings. When you’re on the dance floor, you’re in the thick of the day-to-day work, reacting to problems, making decisions on the fly, and getting things done. In contrast, when you’re on the balcony, you take a step back to observe the bigger picture, analyse patterns, and plan for the future.
To get the most out of your meetings:
Define the purpose: Is it operational or strategic?
Set clear agendas to ensure the discussion stays focused.
Use specific language like ‘dance floor’ and ‘balcony’ to align the group’s expectations and mode of thinking.
These distinctions help participants understand the type of engagement needed. If a meeting veers into territory outside of its purpose, you can quickly recalibrate the discussion.
Decision-Making and Accountability: Who’s Responsible?
A common trap in meetings is assuming that decisions need to be made by consensus. This can be a massive time-sink and often leads to frustration. In reality, not every decision needs unanimous agreement. Some decisions only require input from a few key people, while others may require more consultation.
We recommend using a RACI matrix (Responsible, Accountable, Consulted, Informed) to clarify each person’s role before a decision is made. Knowing whether you’re responsible for an action, accountable for an outcome, or simply being consulted or informed, ensures that no one wastes time or energy on unnecessary discussions.
By getting clear on who needs to be involved and to what degree, you can:
Avoid inefficiency: No more circular conversations.
Enable faster decision-making: Focus on the key players who have the authority or knowledge to make the decision.
Rethinking Meeting Preparation
How often do you enter a meeting only to realise you don’t have all the facts or aren’t clear on the objective? Meeting preparation is a game-changer for making your meetings more efficient and impactful. It’s not enough to simply schedule the time; you need to ensure that all participants are equipped with the right information beforehand.
A simple yet effective way to do this is to ask the person bringing an issue to the meeting to provide a one-pager summarising the topic, key decisions, and any necessary background. This pre-read allows everyone to come into the meeting well-prepared, ensuring discussions are more focused and productive.
By doing this:
Everyone is aligned on the issue at hand before the meeting begins.
Conversations are more efficient since no one needs to catch up or ask for clarification.
You avoid wasteful meetings as people can decide if they need to be there or not.
Reviewing Your Systems: An Ongoing Process
Ultimately, to improve your strategic output, it’s not just about what you do but also how you do it. Taking time to evaluate your current systems—whether it’s your meeting cadence, communication channels, or decision-making processes—can help identify inefficiencies that block strategic thinking.
Here are some key steps for assessing your systems:
Audit your meetings: Review both regular and ad-hoc meetings. Are they serving a clear purpose? Are the right people involved? Could the meeting be shorter or combined with another?
Align systems with strategy: Ensure your meeting structures and communication processes are designed to support your organisation’s strategic goals, rather than merely functioning as “business as usual.”
Focus on decision-making clarity: Before a meeting, clarify what type of decision is required and who is responsible for making it. Define whether a consensus is needed, or if a quicker decision-making process can be implemented.
Taking Action: How You Can Start Now
Define meeting types: Establish different types of meetings (e.g., operational vs. strategic) and set clear expectations for each. Label meetings accordingly, like “weekly dance floor” or “monthly balcony.”
Prepare in advance: Always send a pre-read for meetings, including a clear objective and any necessary background. Encourage everyone to review it before they attend.
Clarify decision-making: Identify roles using a RACI matrix for each meeting or decision. This avoids unnecessary back-and-forth and clarifies responsibility from the outset.
Conclusion
As strategic leaders, we often focus on improving our own capabilities—whether that’s strengthening our decision-making or honing our leadership skills. However, without the right systems in place, these efforts can be undermined. By rethinking how we structure meetings, communicate, and make decisions, we can unlock more strategic thinking across our organisations.
Remember, small tweaks to the way you work can have a big impact on your ability to execute your strategy effectively. Don’t be afraid to challenge the status quo, assess your current systems, and continuously improve your approach to work. After all, strategic leadership isn’t just about what you do—it’s about how you do it.