My clients repeatedly express that progress meetings are powerful and useful. Jaime, CEO of a large regional road construction company, reflected, “progress meetings force me to have the conversations that I have needed to have and been avoiding.” Ralph, CEO, and Suzanne, Executive VP of a National Staffing Company, feel similarly. “Our culture tends to avoid conflict. We find that the progress meeting format causes straight talk, getting hot topics on the table and allows us to get our hands around issues and create next steps”. In all of these cases individual performances has improved.
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Bruce, I fully agree and have seen this with the 350+ companies I have worked with in the past 20 years, applying open book principles. Typically these meetings are weekly updates, at the same time and place, so no scheduling is required. Everyone knows their role, so the meeting goes quickly. It is also a forecast meeting, which gets refined each week, typically looking out 2-3 months. The forecasts are updated with the incremental information we learn each week, creating a goal driven, learning organization. This is why open book companies like Southwest Airlines, Capital One and many small to medium sized companies, consistently outperform their competitors.
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