Developing an Operating Cadence
Whenever you're ready, there are 2 ways I can help you:1/ If you’re looking to further develop your Revenue Operations knowledge sign up for my courses in partnership with the RevOps Co-Op. → Unleashing ROI course. A ten-week virtual, live instruction RevOps course designed to level up your RevOps Impact (R.O.I.). Lessons from my career scaling from $10M to $100M+. Join 50+ students.→ Sales Ops Masterclass. A six-week virtual, live instruction SalesOps course designed to take your sales operations skills to the next level.2/ Promote your Revenue focused startup to a newsletter with hundreds of revenue leaders. My eventual goal is to shift this to a completely free newsletter for my readers through sponsored ads. Reply to this email if you’re interested in receiving a media kit to learn more.=========================================================
Developing an Operating Cadence
Traffic and missed destinations have such an outsized effect on the overall economy. The same is true for companies. Meetings for many companies can be one of the most expensive wastes of time. Any number of things can derail the overall productivity of the business, such as:
Missing attendees
Late attendees
Poorly captured notes
Lack of agenda
Meeting starts late
Meeting runs over
Meeting is at a bad time
Straight to business and lack of camaraderie
Inconsistent agenda
Issues not discussed
Focus on the little things
Focus on the wrong things
Focus on too many things
As you can see there are tons of ways meetings can go astray. The key is to develop a perspective on the necessary meetings the business needs to operate. At the beginning of each year, work with your stakeholders to identify the necessary touchpoints to drive collaboration and positive outcomes. There are three types of meetings RevOps is concerned with:
Communication and Engagement
Planning Reviews
Operating Cadence
Interlocks
Communication and Engagement
These meetings focus on communicating business performance to plan, direction, and receive feedback. Specific meetings may include:
Present overall business performance, key initiatives, new hires, special topics, and camp fire Q&A with leadership
All full time
Monthly (small firms) or Quarterly (large firms)
Planning Reviews
These meetings allow the business to take stock of past performance and to start planning ahead. Celebrations are in order for big wins and lessons learned from the losses. These meetings help to recalibrate the business.
Operating Cadences
These meetings fall under the category of examining recurring business management activities that provide a forum to report business performance against operating plan, request help, and align resources for resolution. The planning meetings set the orbital path, but it’s the operating cadences that check and adjust the flight path in real time. '
A Calendar? How Boring!
The next step is quite obvious but the meeting owner is responsible for creating all of the calendar meetings ahead of time. Create a calendar based view of all meetings which is posted and shared with stakeholders.
Here’s an example:
Meeting Recap
Now it’s time to develop your own organizational assessment for effective meetings. Access the template here.
Whenever you're ready, there are 2 ways I can help you:1/ If you’re looking to further develop your Revenue Operations knowledge sign up for my courses in partnership with the RevOps Co-Op. → Unleashing ROI course. A ten-week virtual, live instruction RevOps course designed to level up your RevOps Impact (R.O.I.). Lessons from my career scaling from $10M to $100M+. Join 50+ students.→ Sales Ops Masterclass. A six-week virtual, live instruction SalesOps course designed to take your sales operations skills to the next level.2/ Promote your Revenue focused startup to a newsletter with hundreds of revenue leaders. My eventual goal is to shift this to a completely free newsletter for my readers through sponsored ads. Reply to this email if you’re interested in receiving a media kit to learn more.