Our weekly segue is eating up valuable time because people use it to introduce operational context and preframe their entire week, turning what should be a personal and professional best into an unstructured status update. How do we keep the segue strictly conversational and under five minutes?

Question

Tyler Smith · Accepted Answer

The segue is designed to transition your minds from working in the business to working on the business. It is not an opportunity to deliver a weekly status report or justify your calendar. When leaders use their segue to preframe operational issues, they steal time from the critical problem solving portions of the Level 10 Meeting™. To stop this, your facilitator must enforce a strict boundary. A good segue requires only two inputs from each person, a personal best and a professional best. Teach your team to share one sentence for each. For example, my personal best was taking my daughter to her soccer game, and my professional best was closing our newest enterprise account. That is it. If a leader begins to explain the operational details of the account or starts listing their weekly schedule, the facilitator must cut them off. Advise the team that any business items mentioned during the segue that need discussion must be parked and added to the Issues List. By keeping the transition brief, disciplined, and strictly high level, you establish a professional boundary that respects the clock and preserves the flow of the entire meeting pulse.