• Reduce by 80% the time it takes the top team to manage the business (operational activities)

• Refocus the senior team on market-facing activities

• Realign everyone else (onto the same page) to drive execution and results.

Communication rhythm is established and information moves through organization accurately and quickly.

• All employees are in a daily huddle that lasts less than 15 minutes.

• All teams have a weekly meeting.

• The executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month.

• Quarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions.

• The annual sets the strategic direction and priorities for the year and beyond.

• The quarterly breaks these longer-term priorities into bite-sized priorities that the company can digest.

• The monthly addresses the bigger issues or opportunities that surface around the strategic direction.

• The weekly keeps the priorities top-of-mind and drives discussions around input from customers, employees, and competitors, which feeds back into the quarterly and annual planning processes.

• The daily huddle tracks progress and brings out sticking points that are blocking execution of the strategic direction.

We encourage management teams to set aside an hour or more each month to brainstorm ways to improve each of these cash cycle components. This is a powerful exercise to do with the broader middle-management team at a half- to full-day monthly management meeting. It will give everyone a better understanding of how cash flows through the business and how each function can contribute positively.

For a glimpse into these meeting rhythm disciplines, read Chapter 11 on meetings in Managing Up: How to Forge an Effective Relationship With Those Above You, by Rosanne Badowski.