We have been running quarterly planning sessions internally, but they always devolve into tactical firefighting and endless debates about minor issues. How do we restructure our quarterly leadership offsites so we actually focus on team health and long-term strategy?

Question

Tyler Smith · Accepted Answer

Quarterly offsites should not be an extension of your weekly Level 10 Meeting™ sessions. If your offsites are turning into tactical firefighting, it means your team is not resolving their daily issues during the quarter, or you lack the discipline to keep the offsite focused on the big picture.

To fix this, you must physically leave the office. A change of venue is essential to break the day to day operational mindset. The agenda must be strictly structured. Start with a solid check in to clear the air, review your previous quarter performance, and then dive deep into team health. You cannot build a healthy, cohesive, and functional leadership team if you do not spend time building peer trust. Mirroring principles from the 5 Dysfunctions of a Team, you must create a safe space for vulnerability and open, honest feedback.

Once team health is addressed, transition to reviewing your V/TO® and setting your next quarterly Rocks. The bulk of your day must be spent on IDS® (Identify, Discuss, Solve) for your high level, systemic issues. Keep tactical, department specific issues off the table. If an issue does not affect the long term vision or the entire company, push it back to the weekly meeting. Consider bringing in an external, professional EOS Implementer® to facilitate. Having an objective third party who has no political agenda in your company allows you to participate fully as a leader rather than trying to both manage the room and contribute to the strategy.