80+ Free Meeting Agenda Templates

Introductions and chit chat (2 mins)

Quick opportunity for the team to build rapport and break the ice.

Expectations and purpose (2 mins)

• What are you looking to achieve in this meeting?
• What is required from attendees?

Discussion points (10 mins)

• Attendees to add any applicable discussion points here before the meeting.

Action items (3 min)

Each item should have a clear deliverable, date and person responsible. Which stakeholders will be affected and how will they be informed?

Required resources (1 mins)

• Include a plan to get these resources in place too.

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Add these meeting notes to your project management or meeting notes software and include in follow-up communications

Overview & Objective

State your campaign’s objective in a clear and focused way, e.g. What are some creative ways we can get customer success teams to try out Hugo.

State the Ground Rules

Brainstorming is a place and time where anything goes. Rules:

• All ideas are welcome. Negativity is not.
• Build on ideas. Don't shoot them down.
• Do not censor yourself. Just say it.
• Encourage participation from everyone
• No interruptions from outside.
  

First Half: Brainstorm

Start sharing ideas. Note them somewhere where everyone can see (whether that be a poster, whiteboard, or in your Hugo meeting notes in the highlighted area below). To keep your creative juices flowing you may also want to provide toys, coloring books, magazines, doodling pads etc.

Halftime: Refine

Stop and take a vote on each idea. Thumbs up or down. Toss the ideas that lack support.

Improve on the Best Ideas

Look at the best ideas from halftime. Ask if there are ways to improve them, or come up with ideas that are similar.

Brainstorm Round Two

Once you’ve covered each of the good ideas, generate more new ideas just as you did at the beginning of the session.

Brainstorm

Next Steps

• @name Task by DUE-DATE

Take stock of the work you performed

Take stock of the events and work you performed. Ashley recommends using Trello. Pull up the calendar view and have each team member make sure that all of the projects they worked on over the previous quarter are represented. It should take about 10 minutes to add all the items to the board.

Label with feelings

Once the team is on the same page and you have a view with all the projects, have everyone go through the ones that belong to them and label it with a feeling. You can start with 5 basic feelings and expand as needed: 

• Happy
• Sad
• Frustrated
• Proud
• Indifferent
  

Review for each team member

Take 15 minutes to go around the room or conference call and have each team member talk a little bit about 2-3 key projects and why they assigned them a certain feeling. It sounds kind of touchy feely, but it’s actually really helpful when you look back over a quarter and you can identify places where you should allocate time elsewhere.

Brainstorm action items

Last but not least, take the last 20 minutes of the meeting and spend some time brainstorming how you could allocate tasks a little differently to maximize positive sentiment across the team. If Tom is stressed out working on user-facing projects and doesn’t enjoy it, maybe there is another team member who is energized by similar projects. Managers should run this discussion, chew on the feedback, and think about action items going into the next quarter.

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Company Vision

• Start every all hands by reiterating the company vision — where we are at, what we believe, and where we are going.

Key Metrics

• Look at high-level metrics and explain what they mean in the context of the business and the broader market in general.

Customer/employee updates

• Invite leads from teams/departments to provide brief updates. Focus on high-level ideas and customer anecdotes.
• Make an effort to include new learnings — what has gone well, what hasn’t, and how that changes things.

Deep dive (Important topics & large-scale changes)

• Optional agenda item for occasionally drilling deep into something that is happening at the company. Examples include changes in strategy, positioning, and hiring/restructuring.

AMA (Ask me anything)

• Leave time at the end of the meeting to answer employee questions.

Appreciation reward

• Many companies like to honor teams or individuals during their All Hands. Often these awards are peer-nominated and do not come from the executive team.

💰 Budget and priority

• How does this solution fit in with other priorities that may impact your budget?
• Is this solution a nice-to-have, need-to-have, or a must-have? 
  

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🧳 Authority and decision making

• Who are the key stakeholders (i.e., users, managers, execs) in this buying decision?

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🙌 Need and impact

• What problems are you hoping for this solution to solve?
• What impact might solving these problems have on your business?
  

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🕰 Timeframe

• ‍‍What are your time constraints for implementing this solution?
• When do you need this service to be live? What happens if it’s not live by then?

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Agenda

• Item one
• Item two
• Item three

Next Steps

•  @name task by Due-Date

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‍Preparation

The most important aspect of this meeting is the meeting memo. This way you don't spend half the meeting briefing one another. Here is what you need to include in every board memo: 

• Each team leader writes their own section, no more than 1-2 pages summarizing the state of the business. Introduction, things going well, challenges, plans for the future, update on items from last time. These sections can contain graphs and charts
• The CEO summarizes and provides a narrative at the beginning of the document
• The VP Finance attaches the financial statements and key reports
• The team circulates the narrative with the board ahead of time. Board members comment and ask questions as they read. The team clarifies points and provides analysis where necessary

Meeting Minutes

Call to Order

• A [meeting type] meeting of [organization name] was held on [date] at [location]. It began at [time] and was presided over by [chairperson’s name], with [secretary’s name] as secretary
  

‍Attendance

Voting members

• ‍
  

Guests

• ‍
  

Members not in attendance

• ‍

‍Approval of minutes

‍A motion to approve the minutes of the previous [date] meeting was made by [name] and seconded by [name].

Matters up for decision:

• Major strategic decisions
• Routine decisions
  

Matters up for discussion: 

• ‍‍
  

CEO report: 

• Current pressing issues
• Matters for approval
• Update on strategic plan implementation/rollout 
• Critical Key Performance Indicators 
• Risk and compliance update
• Discussion around financial statements and key reports  
  

Committee minutes 

• Audit and risk committee
• Governance committee 
  

Other matters for discussion

Meeting finalization 

• Actions to be taken
• Items for public disclosure
• Next meeting
• Meeting close

Preparation

Attendees

• Invite stakeholders that are representatives from each discipline that is relevant (design, product, engineering, etc)
• Assign a facilitator that is neutral to act as the scribe and decision-maker

Space 

• Choose a spot that the team doesn’t regularly use for meetings. Be sure to have a big blank wall where you can place post-it notes from your brainstorming session

Time

• Consider one hour for a micro-session, three to four hours for a medium-sized discussion, and a full day for a larger project

To bring

(if this is a virtual meeting try to use online tools to mimic the post-it notes)

• Chart paper
• Post-it notes
• Dot stickers
• Pens

Brainstorming Session‍

Break the Ice

Tell me a story about… What did you want to be when you were younger... Where do you want to go on holiday and why? etc. 

To make sure your session remains focused, you should begin with a question. What specifically are you trying to solve?

1. How can we get people to perform X specific action?
2. What would lead to increased conversion on X client’s site?
3. How can we achieve X result?

Establish rules for the session

• No idea is stupid
• Postpone criticism. Feel free to ask clarification questions, but wait until the team decides whether to dig into that particular idea to provide any constructive feedback
• Don't focus on the solution in the early stages of the brainstorm — just focus on the problem
• You don’t need to raise your hand to speak, but make sure you’re not cutting anyone off
• No phones or laptops

Brainstorm

A great way to encourage everyone to speak up and to mitigate groupthink is to begin with silence: a solo brainstorm where each individual writes down all of their ideas on post-it notes. This should only last a few minutes. Be sure to use a timer to make sure you stay on track. As people are jotting down their ideas, the facilitator can begin to collect those post-its and start grouping them into themes and concepts onto the whiteboard or blank wall.

Voting

After the initial brainstorming session, it’s often useful to have small, circular colored stickers so that people can vote on their preferred ideas. Consider giving each person a maximum of two stickers (or “votes”) per brainstorming sprint, and dole them out accordingly.

Summarize

The facilitator should paraphrase and synthesize as many of the points as possible to make sure everyone is following.

Prioritize

When the top ideas have been voted upon, it’s time to decide how to take action. Here are two questions the group should determine before leaving the room:

• What is our deadline? This will vary greatly depending on the scope of the project. It could range from next week to the end of the year. Make sure you choose an ambitious, but achievable, timeframe
• Who will own this? It could be that the Project Manager will take ownership of each of these line items, but cross-collaboration between teams means there could be multiple stakeholders for each item

🔥 Hot Deals

What opportunities are on the table?

🤝 Existing client tasks

Provide updates on outstanding tasks with existing clients.

• Task #1
• Task #2
• Task #3
  

🤑 Sales Enablement & Scoping

How should we prioritize and scope out next projects?

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Emotional state

Discuss how the time between this meeting and your last one has been. What has excited, frustrated, engaged, or bored you (and the other meeting participants)? 

Relationships

Explore the most recent state of each other’s team relationships. What is your team struggling with? Where are they finding success?

Goals

Review your short and long-term goals. How are you progressing towards them? What short-term goals or interim milestones on long-term goals have you reached?

Feedback & Support

Check in to see how/if you can support the other meeting participants. How can we work together more effectively? How can I support you better?

Open Discussion & Wrap Up

Open discussion. Then, list and assign action items and schedule the next meeting.

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Kick-off the meeting

Ask your team member about the highlight of their week (this doesn't need to be restricted to work; anything will do)

Read your team member's prepared update in silence 

Have your teammate create an update prior to the meeting. The update should: 

1. Center around their OKRs for the month/quarter/year. Split into 'what went well', and 'what could improve' sections around each objective
2. Track progress towards their KPI's
3. Summary of any pertinent information about how their goals have gone. e.g. What new information did you gather about the customer? The product?

Go through your team member's issues (and proposed solutions)

Try to keep to a few minutes for each issue and not get bogged down in minutiae. For clear asks, give an immediate response or create a follow-up task. Otherwise, we recommend helping people come to their own conclusions, it'll foster a sense of healthy independence.

Cover any open-ended discussions (time for blue-sky thinking)

Prompt your report to create topics prior to the meeting.

Ask, "what are your three most important things to get done by this time next week/month"

Preferably whatever they come up with should be related to their OKR's. Jot down the three tasks in your project management system, set the owner, and the due date for the next one-on-one. 

Feedback

Be extremely candid and clear with your critical feedback, leave no room for interpretation. Make sure to give both positive and negative feedback. 

High-five

This seals any commitments and parts of the meeting with a good note. 

Video conferencing link:

Dial-in number:

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Welcome

‍

Customer — What's new?

Anything to report that we should know?

• ‍

‍

Updates

Here's where we're at.

• ‍

‍

Discussion

What new topics need to be discussed?

• ‍

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Customer Questions

Any concerns, questions, or roadblocks?

• ‍

‍

Next Steps

• ‍

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Updates 🔖

Where have we made progress since we last chatted?

Next Steps 🐾

What action items should we focus on next?

Questions 🙋‍♀️

Any questions or discussion topics to dig into?

Comments 🎉

Additional comments or notes to call out?

Theme

What topics do we need to cover now? What key themes are important?

• Review recent success stories with your customers
• Look at trends happening in the industry
• ‍Where are the current content gaps?

Brainstorming

Open discussion. There are no wrong answers. 

• List ideas here
• ‍
  

Deciding priority

Decide what ideas to move forward with. What projects should have priority.

• ‍Paste all projects that you’ve decided to move forward with here
• ‍
  

Scheduling

Return to the above list, adding who will be responsible and when. Assign and send tasks to your project management software, or use @-mentions and manually note due dates.

Overview & Objective

State your project’s audience and objective in a clear and focused way.

State the Ground Rules

Brainstorming is a place and time where anything goes. Rules:

• All ideas are welcome. Negativity is not.
• Build on ideas. Don't shoot them down.
• Do not censor yourself. Just say it.
• Encourage participation from everyone
• No interruptions from outside.
  

First Half: Brainstorm

Start sharing ideas. Note them somewhere where everyone can see (whether that be a poster, whiteboard, or in your Hugo meeting notes in the highlighted area below). To keep your creative juices flowing you may also want to provide toys, coloring books, magazines, doodling pads etc.

Halftime: Refine

Stop and take a vote on each idea. Thumbs up or down. Toss the ideas that lack support.

Improve on the Best Ideas

Look at the best ideas from halftime. Ask if there are ways to improve them, or come up with ideas that are similar.

Brainstorm Round Two

Once you’ve covered each of the good ideas, generate more new ideas just as you did at the beginning of the session.

Brainstorm

Next Steps

• @name Task by DUE-DATE

🎯 Learning goals

• What makes the person/company lose opportunities? How many/times? How? Why?
• What's making them lose time on a daily basis?  
• What does their workflow look like? Internal structure? 
  

💬 More info

Include additional information and background about the customer if relevant

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🔮 Magic wand 

Ask the customer what he wishes existed to solve the problem mentioned in the call. Why?

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💻 Workflow tools

Document any notable tools or software that the customer relies on 

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⭐ Next steps and commitments

Conclude note with next action items and any commitments made to the customer

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Glossary for Emojis in notes

• :) = Excited
• :( = Angry
• ⚡ = Pain point
•  🥅 = Goal with solution
• [x] = Obstacle
• ⤴️ = Workaround
• ✅ = Feature request/needed
• 💲 = Budget 
• 👤 = Key contact mentioned
• ⭐ = Next steps/commitment (time, reputation or money)

‍

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Quick Review

What does the customer use our product for? What challenges does it solve?‍

Session Objective

What is the purpose of this meeting? Do you want to focus on certain aspects of the product?‍

General Product Performance

From 1-5, how well does our product suit the customer's needs?‍

Favorite Benefits

What are the customer's favorite features and benefits at the moment?‍

Room for Improvement

How can we make the customer's experience better? How would the customer change our product?‍

Feature Requests

Did the customer have any feature requests? Turn this list into tickets for the appropriate teams right from here.‍

Bugs‍

Did the customer mention any product bugs, errors, or issues? Share these with the appropriate teams right from here.‍

Key Takeaways‍

In 3 bullet points or less, what were your main insights from this customer feedback session?

Team Information

Customer Success Manager:

Sales Team Member:

Other Key Stakeholders & Their Roles:‍

• ‍‍‍

Customer Background

Customer Name:

Industry/Sector:

Company Size:

Contract Sign Date:

Contract Length:‍

Customer Goals

What is the main business objective of the customer? How do they generate revenue?‍

Why Our Solution?

What challenges or pain points does our product solve for the customer? What benefits or features are they most interested in?‍

Defining Success

How does the customer define success? What are the short-term objectives (and their steps) to help us get there?‍

Key Metrics

How do we measure success along the way? What metrics (such as Average MRR, # of Users, and other KPIs) should be discussed?‍

Work & Communication Style

What is the customer's ideal working relationship? What is the best way to contact them?‍

Growth Opportunities

How can we tailor the product or experience to better suit the customer?‍

Red Flags & Risks

Is the customer migrating from a competitor? Why? Were there any hesitations or hiccups encountered during the sales process? How can we ensure these don’t happen during and after the customer handoff?‍

Next Steps for Team

List all actionable steps and the team member responsible for each one. Refer to "Defining Success" section for help.‍

Next Steps for Customer

What are the next steps for the customer? Is any training required?‍

Other Important Notes

Is there any other information worth sharing?

Define Success

What are the customer's main objectives and ideal outcomes? How does our product help? What challenges does it solve for them?‍

Implementation Strategy

Outline your process for achieving these primary goals. Include actionable steps toward time to first value and milestones afterward. The process should lead back to and align with their ideal outcomes as closely as possible.‍

Important Information

What features, processes, or aspects of your product does the client need to understand during the customer onboarding process? How can we make this as simple and stress-free as can be?‍

Set Expectations

Set expectations for each step of the customer onboarding process. Are there any potential setbacks or sticky points the client should be aware of? How will our team help? ‍

Introduce Key Players

Introduce or brief the client on key team members they may interact with during their customer onboarding journey. Who can they reach out to with questions or concerns?‍

Customer Concerns / Risks

Did any issues or concerns arise during the customer onboarding meeting that could jeopardize engagement or retention? How can we mitigate these risks

‍Opportunities to Increase Engagement

Were any opportunities to increase spend or engagement identified during the initial customer onboarding meeting?‍

Main Takeaways

Create a list of takeaways for both your team and the customer. Assign actionable steps to your team. Share key information and implementation process with the customer.‍

Follow-Up

How will we keep the customer in the loop? Should we schedule a check-in?

Name

• What did you do yesterday?
• What will you do today?
• Where are you blocked?
• Comfort Level — How close are we to hitting our sprint goals?

Name

• What did you do yesterday?
• What will you do today?
• Where are you blocked?
• Comfort Level — How close are we to hitting our sprint goals?

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Tips:

• Use this 15-minute meeting to check the pulse on your work and stay on top of your sprint
• Remember: Problem-solving is not part of scrum (although it can take place informally right after).
• Personalize this template with an update section with the name of each engineer
  

Presenter: 

Project: 

Video Call Link: 

Design Prototype Link: 

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Goal or Problem

Give a brief summary of the project goal or problem you are trying to solve with this design including relevant info on the audience and expected results.

Presentation

Present the design. Optionally, if you have more than one version, you may want to show all versions and explain your analysis of them.

Questions

The group will then discuss the design. Rather than making observations or judgments, try to mostly ask questions, such as:

• “Did you consider using a visual to explain what’s going on instead of a paragraph of text?” 
• “How come you decided to go with a segmented control instead of a preview of each section?” 
• “Why does this pane slide in from the side instead of from the bottom?” 
• “Have you seen App X? It does something similar and feels better/worse.”‍

Notes & Unanswered Questions

Note insights about the design here. Remember, you do not need to decide what to do with this information at this meeting. The main purpose is to get new thinking out into the open.

Action Items

• @name Task by DUE-DATE

Preparation

Note any documents that need to be reviewed or activities that need to be completed before the workshop.

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Problems

Focus on the customer’s actual experiences. Prioritize them in order of severity and choose one or two to focus on. Resist the desire to skip ahead to “fixing” until you have organized the problems you are going to solve.

Solutions Brainstorm

It’s time to figure out how to solve the problem, design the flow, or develop the plan.

Brainstorming tips:

• The more ideas the better!
• Don’t worry about how feasible an idea is just yet. Expensive ideas may lead to other ideas that fit your resources
• Provide sketching materials. Encourage everyone to visualize the solution.
• If the group is large, break into smaller, cross-disciplinary teams and then report ideas back to the group.
  

Size & Prioritize

List your potential solutions in the following format --> Solution | Impact | Effort

• Rewrite all site copy | medium | medium
• Leverage API to automate enrollment | medium | large
  
• 
  

Do we need to...

• Gather more evidence? (Can we understand the problem better?)
• Explore alternate solutions? (We loved these solutions but they’re too big. Let’s find a quicker fix to fit our timeline.)
• Research solution size in more detail? (We need more information to understand which solution actually requires less effort.)
  

Next Steps

• @name Task by DUE-DATE
  

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Parking Lot

Store topics and ideas that are out of scope or beyond reach for this workshop.

Preparation

Note any documents that need to be reviewed or activities that need to be completed before the workshop.

Problems

Focus on the customer’s experiences. Prioritize them in order of severity and choose one or two to focus on. Resist the desire to skip ahead to “fixing” until you have organized the problems you are going to solve.

Solutions Brainstorm

It’s time to figure out how to solve the problem, design the flow, or develop the plan.‍

Brainstorming tips:

• The more ideas the better!
• Don’t worry about how feasible an idea is just yet (Expensive ideas may lead to other ideas that fit your resources)
• Provide sketching materials. Encourage everyone to visualize the solution
• If the group is large, break into smaller, cross-disciplinary teams and then report ideas back to the group‍

Size & Prioritize

List your potential solutions in the following format --> Solution | Impact | Effort

• Rewrite all site copy | medium | medium
• Leverage API to automate enrollment | medium | large‍

Do we need to...

• Gather more evidence? (Can we understand the problem better?)
• Explore alternate solutions? (We loved these solutions but they’re too big. Let’s find a quicker fix to fit our timeline)
• Research solution size in more detail? (We need more information to understand which solution requires less effort)‍

Next Steps

• @name Task by DUE-DATE

Parking Lot

Store topics and ideas that are out of scope or beyond reach for this workshop.

Customer Roadmap

Develop a roadmap with the customer and all stakeholders showing the pieces of the sales processes that have been started and which ones have been completed. Creating a framework that shows progress and what to expect creates transparency with your customer which leads to better customer outcomes.

Collaboration

Add all the stakeholders to a living document or collaborative meeting note platform and integrate it with your team's CRM (like Salesforce). Your customer should feel like they are a part of the process, whether that be the sales process or ongoing customer partnership.

Progress Updates

Keep a history of the progress along the roadmap to closing a deal to drive the deal. Great living roadmaps of all sales processes are essential to closing deals on time - in every sales process the customer controls the gas and you control the brake.

Questions

Make sure that a customer meeting never ends with a customer having doubts, questions or uncertainty. Encourage your customer to share any concerns, roadblocks or questions.

Next Steps

Where to from here? When's the next meeting? What should happen between now and then?

Prior to the First Day

Are all relevant resources and materials prepared for the new hire's first day? This includes employee onboarding paperwork, tools they will need access to, and their workstation. Share any resources the new hire should consult before starting.

‍Company General Information

Share important company information with the new hire. This includes company values, culture, special achievements, and roadmaps for main objectives.‍

Company Life

Walk the newcomer through a typical week here. Share your insights into office life. Include information such as typical operating hours, where they can park, how they will access the building, and what the company dress code is.‍

Tour of the Office

Take the new employee on a tour around the office. Let them know where all the important and common areas (e.g., their workspace, bathroom, kitchen, etc.). ‍

Role Responsibilities

Review the new hire's role and responsibilities. Explain expectations, long-term goals, and how they fit into the company's vision. Note everything here to share with them later for easy reference.‍

Paperwork Review

Review all relevant paperwork like benefits packages. Share this information here so the employee can easily reference it.‍

Team Introduction

Introduce the new employee to key stakeholders in their role. Assign them a mentor who can assist them in getting up to speed.‍

Tools & Resources

Share all tools and accounts relevant to the new employee's role. List them here for easy reference.‍

Reading & Training Material

Is there any training material or required reading? List them here for easy reference. You can share this prior to the first day if appropriate.‍

Other Discussion Points

Did the new hire raise any interesting questions or noteworthy topics during the employee onboarding process? Note them here.‍

Main Takeaways

Create a list of takeaways for both the new hire and your team to help get them acclimated.‍

Next Steps

What's next? Clarify the agenda for the next few weeks as well as the first project for the new employee. Note this information here to share and make actionable.‍

Follow-Up

Should we schedule a follow-up meeting to check over paperwork and check in on progress?‍

Feedback

Plan to review the onboarding process over the next 60 days. Regularly check in with the new employee for their opinion. Note opportunities to improve it and make plans to implement them.

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Welcome/Overview of the Day

• ‍

Measuring success/KPIs

• ‍
  

Setting the stage

• Where are we right now as an organization?
• What do we do well?
• ---Where have we found success in the past?
• ---What are our competitive advantages?
• What can we improve?
• What would we like to see?‍

Review Vision, Mission, and purpose

• Where are we going? Is this still our vision?
• Is this still our mission? What does winning look like?
• Is this still our purpose?

‍Where are we going?

• Why do we exist?
• Who is the customer we serve?
• Where are we going?
• How are we going to get there?
• Strategy Priorities
• Why change?
  

What do we need to focus on to achieve our vision?

• ‍
  

Action planning for the strategic priorities

• What is the most important priority moving forward?
• Risk identification - What is going to stand in our way
  

Next Steps/Action Steps

• @name Task by DUE-DATE
  

Review Metrics/KPIs

Track progress on metrics, goals vs. actual. Where are we off from the plan? Why?

Insights

• What’s going on in the company?
• What’s going on with the customers?
• What’s going on in the market?
  

Roundtable

Keep everyone up to date, look for efficiencies, and help each other get unblocked.

Name

• Recent wins
• Current priorities
• Anything you are stuck on?

Name

• Recent wins
• Current priorities
• Anything you are stuck on?
  

Deep dive

Before the meeting, select a project or area of the business to do a deep dive into. Have someone give a presentation on that area.

Messages to share with the team

Is there anything to be communicated to the entire company?

Next Steps

• @name Task by DUE-DATE

Icebreaker

Share a story, or tell the group something no one knows about you

‍

About Your Manager

Give a brief overview of your professional experience, communication preferences, and values

‍

Team Expectations

Describe team values and communication channels/cadence

‍

(Optional) Feedback/Open Discussion

Solicit ideas from the team that would help the team work better together

‍

Action Items

• Next steps go here

Call to Order

A [meeting type] meeting of [organization name] was held on [date] at [location]. It began at [time] and was presided over by [chairperson’s name], with [secretary’s name] as secretary.

Attendance 

Voting members

Guests

Members not in attendance

Approval of minutes

A motion to approve the minutes of the previous [date] meeting was made by [name] and seconded by [name].

Officer’s Reports

Other Reports

Main Motions

• Motion by [name] and seconded by [name] that [state the motion here]. The motion [carried or failed] with [#] in favor and [#] against.
  

Announcements

Adjournment

Call to Order

A [meeting type] meeting of [organization name] was held on [date] at [location]. It began at [time] and was presided over by [chairperson’s name], with [secretary’s name] as secretary.‍

Attendance 

Voting members

Guests

Members not in attendance

Approval of minutes

A motion to approve the minutes of the previous [date] meeting was made by [name] and seconded by [name].

Officer’s Reports

Other Reports

Main Motions

• Motion by [name] and seconded by [name] that [state the motion here]. The motion [carried or failed] with [#] in favor and [#] against.
  

Announcements

Adjournment

Call to Order

A [meeting type] meeting of [organization name] was held on [date] at [location]. It began at [time] and was presided over by [chairperson’s name], with [secretary’s name] as secretary.

Attendance 

Voting members

Guests

Members not in attendance

Approval of minutes

A motion to approve the minutes of the previous [date] meeting was made by [name] and seconded by [name].

Officer’s Reports

Other Reports

Main Motions

• Motion by [name] and seconded by [name] that [state the motion here]. The motion [carried or failed] with [#] in favor and [#] against.
  

Announcements

Adjournment

‍

Executive Business Review and Purpose 

Outline the purpose of the meeting and briefly go over the topics you will be covering as well as your goals for the next quarter. Make sure to emphasize ROI during your introduction. 

Specific elements of a QBR that may become a standard part of your delivery:‍

Last Quarter Review

If done regularly, the output of a QBR should include the stated goals for the next 90 days with the intention of reviewing and comparing results against those goals at the next QBR. So the starting point for preparing for a QBR is to review and assess the goals and results for the past quarter.‍

Support review

• How many cases were opened and closed
• Breakout by type and severity
• Average time to resolution
• Any currently outstanding

Health scorecard

• Overall health score
• Scorecard methodology and results
• Health score trends

Lifecycle stage

• Where is the customer today
• Where were they 90 and 180 days ago
• What will it take to get to the next stage

Benchmarking

• How does this customer compare to others
• Where are they falling short and what needs to happen to get them up to, or past, the benchmark

Product usage

• What does usage look like along with trends
• Which features are being used, which aren’t
• Most active users
• License deployment and value received

Goals and Recommendations

Outline the goals and recommendations you have for the next quarter and open them up for discussion and approval. Have a concrete plan in place for achieving these goals. 

Summary and Next Steps 

• Summarize the key priorities and next steps for the upcoming quarter
  

Purpose/Goal

What is the purpose of this meeting?... e.g. Discuss agency performance and decide whether to renew for another year.

--

Agenda

1. ‍

‍

Decisions

• ‍

‍

Next Steps

• ‍
  

Pulse-check:

1. What are your highlights since our last One-on-One?
2. What could be improved?

• What makes you feel that 👆 way?

Next steps:

1. How can we get you closer to 10/10?
2. What are your top goals before our next One-on-One?

Other updates to share

• ‍

Objective

What is the purpose of this partnership check-in? To review current initiatives? To explore new opportunities?‍

Progress & Performance Review

• ‍What is the current status of the partnership and its associated initiatives?
• Share recent progress, key highlights, and relevant data since the last partnership check-in.
• What's working well?
• What could improve?‍

Opportunities to Increase Value

• ‍Did you identify any new opportunities to increase the value of the partnership or ensure its success?‍

Risks / Red Flags

• ‍What red flags were evident?
• What blockers are in the way of project progress?
• Is the partnership at risk?
• Did the partner share any concerning feedback?‍

Key Takeaways

• ‍What were the main insights from this check-in? Note and share them here.‍

Next Steps

• ‍Where to from here? Clarify next steps for both parties, who's completing them, and when they should be done by. Note this information here to share.‍

Next Meeting

Set a date and time for your next partnership check-in.

Opening Question

What is your motivation for leaving?

Company Performance Feedback

What is the organization doing well? How could the organization be better?

Working Conditions

How was the working environment (i.e. workplace, job hours, etc.)? How could it be improved?

Highlights & Lowlights

What were your three favorite parts about working here? What three things would you change?

Employee Onboarding

What do you know now that you wish you were told in the onboarding process? 

Advice for a Replacement

What advice would you give to someone starting in your position?

Alignment - State the Problem

Describe the performance deficiencies.

Improvement Plan 

Review the predefined improvement plan. (Optional: Solicit feedback) 

Resources

What resources (if any) are needed to put this plan into action? Identify resources.

Evaluation Process & Timeline

How will we evaluate progress on the PIP? Define timelines and procedures.

Setting Expectations

Explain potential outcomes and consequences of accomplishing (or failing to achieve) the goals set out by the PIP.

Questions, Comments, Concerns

Time for clarifying questions. Ensure everything is clear.

Action items:

• ‍

Notes:

• ‍
  

General Assessment

What’s going well; what isn’t? Answer these questions from both the employee’s and the organization’s perspective.

Job Performance

Is the employee meeting defined criteria for performance/fulfilling requirements for the job? 

Job Behavior 

How is this employee contributing to the company’s core values in their attitude and work? How could they improve?

Performance & Behavior Feedback

How could the employee improve their performance and/or behavior? Offer solutions as well as soliciting solutions from the individual.

Follow-Up

How will we track progress? Do we need to check in again? If so, when?

Attendance

Present

Absent

Discussion Topics

Decisions / Motions

Action Items

Announcements

‍

Introduction (2 slides)

• Intro Slide -- summarize your business with clear metrics and elevator pitch
• Priorities Slide -- your priorities on one side, your thoughts on Partner’s priorities on another side‍

Partnership Section (4 slides)

• Partnership Vision --  “sell the long term dream”, graphics a plus
• Benefits to the Partner -- detail why your ask would be good for THEM
• Example of Past Partnership -- prior Partnership you’ve done + success metrics
• Proposed Next Steps

Appendix I -- Company Background (up to 4 slides)

• Three incremental intro slides
• One Slide on your company response to COVID-19

Appendix II -- Current Company Partnerships (up to 4 slides)

• If any relevant 

General Information

Background about position and candidate.‍

Role Details

What key responsibilities, requirements, and skills do you want to verify during this job interview?‍

Relevant Experience

What previous roles, achievements, or anecdotes make this job candidate qualified for this role?‍

Relevant Qualifications / Training

What relevant degrees, diplomas, certifications, or training does the job applicant have?‍

Level of Preparation

How prepared was the applicant for the job interview? This is a great indicator of their interest level in the role.‍

Career Goals

Where does the job candidate see themselves in a few years? How does this role support their vision?‍

Attitude / Motivation

What did you think of the candidate's attitude towards the role? Is it conducive to succeeding in this position?‍

Communication / Listening Skills

How were the candidate's written and verbal communication skills? Did they listen? What percentage of time did they speak vs listen?‍

General Interest in Company / Role

From 1-5, rate the job candidate's interest in the company and role. Are they excited by the opportunity? Does it align with their career goals?‍

Cultural Fit

How would the candidate fit in with our culture? Are they someone our team would enjoy working with?‍

General Screening Questions

Include other general questions you'd like to ask as well as candidate responses here.‍

‍Recommendation

Do you recommend we proceed with this candidate?

Introductions/Icebreakers

• Ensure everyone knows one another
• Set the tone with a light icebreaker
  

Background Information

• Explain what created a need for this project
• Share historical information that provides important context
• Provide any other relevant information about clients, previous projects, etc.
  

Project Goals

• Review or decide on high-level goals and project scope
• Define how success will be measured
  

Major Tasks and Timeline

• How long should the project take, including major milestones?
• Identify which people and teams will be responsible for what tasks
• Ensure everyone understands their roles and deliverables
  

Logistics

• Clearly explain how communication about the project will happen
• Exchange contact information between everyone involved
• Provide any needed explanations on the project tracking system to be used
• Agree on reporting methods
  

Potential Challenges & Assets

• What hurdles may we encounter?
• How can we overcome them?
  

Q&A

• Open the floor to questions
  

Next Steps

• Who is doing what to get the project started?

Purpose

What is the reason for this meeting?

Why

Why did this lead reach out to us?

Objective

What do you hope to accomplish with this time?

Pre-meeting notes

Include necessary context and background information

Post-meeting notes

Document any learnings or action items from the meeting

Segue

• ‍

‍

Scorecard

• ‍

‍

Rock Review

• ‍

‍

Customer/Employee Headlines

• ‍

‍

To-do List

• ‍

‍

IDS

• ‍

‍

Conclude

• ‍

Campaign Name:

Timeline:

Helpful Links:

--

What are the goals of this campaign?

• Decide on campaign goals. 
• Goals should be SMART (Specific, Measurable, Achievable, Realistic, Timely)

Audience & value proposition

• Who is the target audience?
• What is the value proposition?

Decisions that need to be made

• What decisions need to be made? (Name)
• List topics for discussion/decision here, specifically noting what needs to be decided

Coordination

• Set the overall timeline

Next Steps

• @name Task by DUE-DATE

What’s New

Share any new developments with the business/product that the PR team may not be aware of.

News Pipeline & Media Relations

Coverage

Pending

Content

Live

Pending

Events & Awards

In Consideration

Submitted

Next Steps

• @name Task by DUE-DATE

Update on Coaching Tasks

What’s still open and what’s completed?

• Department Development
• Manager Development
• Agent Development
  

Your Current Goals and Projects

• Department Goals
• Department Projects
• Company Goals
  

30 Day Trend Report

Call out the story in the data: What is the customer effort/agent effort?

• KPI Review
• Team > Efficiency
• Reason for Contact > Deflection
• Macros > Reason for Contact
  

Insights Action Items

What did we learn that we can act on today?

Upcoming Focus

How are we contributing to our quarterly goals?

Review Metrics/KPIs

Track progress on metrics, goals vs. actual. Where are we off from the plan? Why?

Company Update

Share key updates and provide a “State of the Union.”

Department/Team Lead Roundtable

Keep everyone up to date, look for efficiencies, and help each other get unblocked.

Name

Recent wins

Current priorities

Anything you are stuck on?

• ‍
  

Name

Recent wins

Current priorities

Anything you are stuck on?

Professional Development (Optional)

Improve your long-term business results through an interactive learning or team-building experience.

Problem-Solving Session

Chose one challenge or area of priority.

• Presentation on the challenge
• Open discussion to better understand the challenge and find solutions
• Assign next steps
  

Next Steps

• @name Task by DUE-DATE

--

Team Structure

• How is their sales team aligned?
• Employee bands; geographies; verticals
• How do they work with Marketing?   
• Do they have their own Marketing in BD?

Company Focus

• Who is their buyer?  User?
• Verticals where they are strong?
• Prototypical customer (company brand)?
• Who are their biggest competitors?

Partners 

• How do you segment partners?  How do your colleagues think about working with partners?
• Who are your strongest partners?  What’s the GTM motions with those partners?
  

Timing + KPIs

• Is there a specific forcing function that is creating this conversation now?
• What are the key milestones and next steps?
• How will you measure the success of this partnership?
• What do you want to get out of this partnership?

Meeting Follow-up

• What are the next steps?
• Send clear action items + a note to the partner in email; assign any tasks in other software
• Do you need to tell any internal stakeholders?
  

Introductions 

• Introduce/greet attendees
• Outline the agenda items 

Value proposition

• Introducing your company and the products/services you provide 

• Ask the partner to introduce their company and the products/services they provide
• Discuss synergies and value proposition

Plan

• Identify owners for a relationship at both ends
• Draft joint business plan with owners and timelines. This should include an agreed-upon vision of success, steps required to achieve success, timeline, communication or reporting agreement etc

End

• Setup follow up cadence, date and meeting
  

⭐ Checking in

What's new in your world?

🎉 Recent Wins

I'm feeling good about...

🚧 Current Obstacles

I'm stuck on...

📍Other Topics

Include any additional discussion items

🗓️ Next 2 Weeks

I'm committing to...

⚠️ Cover first

Jot any items deemed urgent, critical & or need to be addressed/discussed asap rocky (outstanding items, system bugs, etc.)

📣 Trello updates  

• Update #1
• Update #2
• Update #3
  

💬 Notes: Insert any additional notes on the above updates

🏆 Lil' Wins

Share a small/big win or TIL moment that we've recently had (ex. Feedback, unknown functionality, etc — literally anything to rejuvenate us)

Person #1:

Person #2:

⛔️ Action Items:

Add a task on the right to log each action item, then push directly to the Trello board

The Upcoming Week

Set expectations and align on near-term priorities for the week ahead.

Review Priorities

Where are we in relation to our goals/plan? Reiterate top priorities to reinforce focus.

Comment on Recent Work

Review recent successes or failures to guide future work.

Status Update and Course Correction

How is x, y, and/or z task going? Offer guidance on work in progress.

New Information

Review new, relevant information.

Follow-Up

• ‍

Objective(s)

Outline the objectives of the session.

Review

Review actions and learning from or since the last session (if applicable).

Questions or Issues

What questions or issues keep coming up? Figure out what to do to avoid—or mitigate the impact of—persistent issues.

Future Planning

What do you need to do to continue growing and discovering? i.e. developing skills, changing your approach, etc.

Mentor/Mentee Feedback 

What can we do to make these sessions more valuable? Provide feedback both ways, mentee to mentor and mentor to mentee. 

Follow-Up

When is our next one-on-one check-in? Summarize any action items arising from the one-on-one.

Key Wins

What are you proud of from this past week?

Discussion Points

What do we need to discuss in more detail?

• Item #1
• Item #2
• Item #3
  

Important Decisions

Where do you need my input? What decisions should we make in this meeting?

Personal Development 

How are you tracking on personal development and goals?

Parking Lot

Let’s put these topics on hold for a future sync

Big Picture

Where do you see your career going in the short/long-term? ‍

Career Growth — Organizational Mandates Alignment 

Where do the organization’s mandates most closely align with your career goals? Discuss how [the direct report’s] job function fits into organizational goals.

Goal-Setting Part 1 - Aspirational

Brainstorm measurable, meaningful short and long-term career goals

Goal-Setting Part 2 - Actionable

Brainstorm measurable, meaningful short and long-term goals to create stepping stones towards achieving specific organizational mandates.

Follow-Up

Do we need solo time to build on this? Should we review our goals again? When will we connect again to measure progress? 

Opener Question

Start with an open-ended question. What has got you excited at work? 

Note Progress & Highlight Wins 

How is _____ going? Discuss long-term initiatives. 

Tell me about some recent successes? (AND/OR) What projects have we wrapped up successfully recently? Highlight shorter term wins. 

Review Lessons Learned

What have you learned over the past 1 - 3 months? Highlight learnings.

Overcome Persistent Obstacles

What is slowing you down, making your job less enjoyable, or preventing you from achieving your career goals? How can we fix that? 

Plan to remove specific roadblocks and create action items.

Open Evaluation and Feedback

How can we improve our working relationship? What could I (the manager) do better?

Open Floor

Open discussion. What’s been keeping you up at night? What do you want more of?

Follow-Up

Wrap up and follow up. When’s our next one-on-one?

Action items:

• ‍
  

Intro question

Start with an open-ended question. How was last week? What’s been working well for you lately? 

Celebrate Wins & Lessons Learned

What have we accomplished since our last meeting? Note progress on important initiatives.

How can we be better? Highlight lessons learned from the previous week.

Remove Roadblocks

What (if anything) is stopping—or slowing down—your progress? How can we remove that roadblock? What support do you need? 

Plan to remove specific roadblocks and create action items.

Two-Way Evaluation and Feedback

How are we doing? How can we work together more effectively? 

Open Discussion

Provide time for open discussion. Is there anything else you want to talk about? 

Follow-Up

Should we schedule another one-on-one? Review any action items arising from the one-on-one.

Action items:

• ‍
  

Warm up

Start with a light, open-ended question. What’s been keeping you busy?

Highlight Achievements

What milestones have we hit since our last check-in? Note progress on important initiatives and emphasize takeaways.

Problem Solving

What’s stopping you from being more productive? How can management help you be more productive? 

Plan to remove specific inefficiencies or roadblocks. Create action items.

Two-Way Evaluation and Feedback

What are we doing well? What can we do better? Discuss ways to create value for manager, employee, and the organization.

Open Discussion

Provide space for open discussion. What’s got you excited? Worried? Annoyed?

Follow-Up

When is our next one-on-one check-in? Summarize any action items arising from the one-on-one.

Action items:

• ‍
  

Business Update

Review sales targets and performance goals against actual performance. Contextualize the numbers. Review your position in the competitive landscape—are we where we want to be?

Analyze Obstacles and Successes

What’s working? Can/should we invest more in what’s working? 

What’s not working? Should we change course? What needs to happen to make it work? (i.e. more resources, alternate organizational structure, etc.) 

New Opportunities

What new market opportunities have us excited? How can we capitalize?  

Upcoming Initiatives

What new sales and marketing campaigns are coming up? Do we have the proper resources in place to execute on these initiatives?

Open Floor

Provide time for open discussion. Is there anything else you want to talk about? 

Follow-Up

Should we schedule another one-on-one?
--

Action Items:

• ‍
  

Other Notes:

• ‍
  

‍Kickoff question

Start with an open-ended question. How was last week? What’s been working well for you lately? 

Celebrate Wins

What have we accomplished since our last meeting? Note progress on important accounts or sales targets.

Problem Solving

Are you facing any specific problems? How can we solve them? What support do you need? Problem-solve specific situations and create action items.

Evaluate and Provide Feedback

How are we doing? Are we headed in the right direction? How can we (SDR and/or Sales Leader) be better? 

Personal and Professional Growth

Are we supporting your personal and professional goals? If not, how can we? 

Open Floor

Provide time for open discussion. Is there anything else you want to talk about? 

Follow-Up

How will we keep in touch and stay up-to-date about progress? Should we schedule another one-on-one?
‍

---

Action Items:

• ‍
  

Other Notes:

• ‍
  

Introductions and chit chat (2 mins)

Quick opportunity for the team to build rapport and break the ice.

Expectations and purpose (2 mins)

• What are you looking to achieve in this meeting?
• What is required from attendees?

Discussion points (10 mins)

• Attendees to add any applicable discussion points here before the meeting.

Action items (3 min)

Each item should have a clear deliverable, date and person responsible. Which stakeholders will be affected and how will they be informed?

Required resources (1 mins)

• Include a plan to get these resources in place too.
  

Key points to cover/know going in‍

• List out the most important information you need to know before entering the meeting (i.e. they're considering a competitor, we're making a major update to the integration, new key hire, etc.)‍

Agenda

• Introductions
• Mutual Progress and Roadmap Updates

May want to include company level updates that may be interesting/spur ideas or a product/service overview if appropriate

• Integration Discussion

Product focused discussion on current or prospective integration

• Go To Market Discussion

Co-marketing, how can we promote the partnership and/or how have promotions fared

• Open Q&A

List your questions and any they may have had from prior convos

Takeaways‍

Raw notes go here before you consolidate in to bullet points

Next Steps

--

Potential Partner Information

Industry/Sector:

Company Size:‍

Potential Partner Background

What problem does the potential partner solve for their clients? What are their past successes? What's their reputation?‍

Partnership Objectives

What do we want to achieve with this partnership? What does the other party want to achieve?‍

Opportunity / Potential Value

What is the opportunity for both of our organizations? What value do we provide each other? How do we help each other achieve our respective objectives?‍

Defining Success

How does each party define success? What are the steps required from each of us to accomplish this? What will be the criteria to measure success?‍

Timeline

What is the timeline for this collaboration? When would each party have to deliver by?‍

Work & Communication Style

What is each party's ideal working relationship? What is the best way to contact each other?‍

Risks / Red Flags

Were any key factors identified that could block progress or prevent the partnership from being successful?

‍Likelihood

Do you believe this partnership is viable and should occur? What is the partner's level of interest?‍

Key Takeaways

What were the main insights from this partnership discovery meeting? Note and share them here.‍

Next Steps

Where to from here? Clarify and list all actionable steps for both parties, who's completing them, and when they should be done by. List all actionable steps here to share.

Project overview

Include details of the project here with a link to any additional specification documents. Make sure you note who owns each part of the workload if relevant. This should be filled out in advance, as it sets the context for the rest of the meeting that follows.

Potential outcomes

Start off by thinking critically about the feature or product, laying out possible outcomes for how people might engage with whatever you’re working on. For example, let’s say you are adding a checklist to your product to increase activation. One possible outcome is that users don’t engage with the checklist at all!

• ‍

Reasons for outcome

Next up it's time to brainstorm the reasons that the previous outcome might occur. Maybe the checklist blends in with the other UI elements? Maybe people see it, but just don't want any guidance. It's important to go broad and generate lots of ideas, especially the negative ones.

• ‍
  

Scenario responses

Last but not least, ponder how you would respond to that outcome. If the checklist doesn't stand out among the other elements, would you add more color or make it bigger? Will you cut your losses and try another approach?

• ‍
  

Launch Plan:

🔗 Resources

• Asana Link:
• Wishlist Item:
• Demo:
• PRD:

🗓️ Launch Details

• Date(s):
• Success metric(s):
• Beta flag:
• Slack channel:

📝 Messaging Framework

• Name of the product/feature:
• Target customer:
• Customer problem:
• Feature details:
• Messaging pillars:
• Teachable concepts:

🐥  Beta Plan

• Dates:
• Duration:
• Goal:
• Documentation:
• Target group:
• Feedback collection:
• Communication timeline:
• Summary of findings:

🎓 WFU Articles to Update

Article:

• Notes

Article:

• Notes

📥 Production

Asset:

• Details
• Owner

Asset:

• Details
• Owner

📣 Distribution

Initiative:

• Channel
• Owner

Initiative:

• Channel
• Owner

🗓️ Timeline

Date:

• Milestone

Date:

• Milestone
  

Product Overview

• ‍
  

Target Audience

• Specific, animate detail about who we’re talking to and they’re state of mind related to the product launching
  

Core Benefits

• List each one using bullet points for easy reference
  

Marketing Strategy

Key Audience

• ‍

Core Message

‍Not copy, but the primary message you want all channels to convey.

• ‍‍

Value Proposition

Value Prop #1:

• What are we selling?

Value Prop #2

• What makes it valuable?

Value Prop #3

• What is the positive impact?

Secondary message

• ‍Use sparingly. Try to keep your messaging single minded.

Notes

• Key things to be aware of.

Channel Plan

• Channel | Tactic | Owner | Due date
  e.g. Email Marketing | Create a series of emails for the product launch to send to priority customer accounts | Josh | March 20

Success Metrics

• [Project name], led by [marketing champion name] aims to increase [primary metric] from X per week to Y per week within Z weeks or by [date].

For example:

• Awareness (increase site traffic to XX page reviews)
• Acquisition: (increase installations by XX)
• Activation ( increase % of referrals)
  

Key Dates

Projected launch date:

Comms launch date:  

‍

Key Insights & Data

Summary

• ‍

Data

Any relevant charts or data

Capture Input

Do any key stakeholders have discussion points, insights, ideas, or requests to contribute? Share this template before the product roadmap meeting to gather feedback.‍

The Big Picture

With stakeholder input, develop a clear product vision by identifying the strategic goals most important to your organization. Examples include customer acquisition, churn reduction, technical improvements, upselling new services, etc.‍

Identifying Themes

What themes can be formed by grouping together the listed initiatives, features, and epics? ‍

Prioritization

Why is each theme being pursued? What value does each one provide to the customer? Make sure to account for market space, customer data, and potential return on investment for each new project.‍

Execution Strategy

Break each initiative down into specific tasks, requirements, and deadlines. Confirm that each one is viable by allocating resources accordingly. Assign ownership and designate release dates.‍

Measuring Success

What metrics will you use to measure progress for each initiative? Define what success looks like.‍

Key Risks & Concerns

What potential issues could arise? How can we solve them? Does the scope of work allot enough time for unexpected issues?‍

Main Takeaways

What were the main insights from this product roadmap meeting? Include key decisions made, opportunities, and potential issues that should be shared with key stakeholders.‍

Visualization

Put together a visual aid for your roadmap. Ensure it communicates product direction and value to key stakeholders. Also, make sure that your engineering team can use it to see details and logistics clearly. Your roadmap should be dynamic so that it can easily evolve and adapt to changes over time.‍

Take Action

What can be done now? Who is responsible? Clarify next steps, who's completing them, and when they should be done by. Note this information here to share.‍

Share

List all key stakeholders not present and other departments that this information should be shared with.‍

Follow-Up

Now that plans have been set in motion, it's time to schedule meetings with other stakeholder parties to align them on what's coming next. Ensure that everyone is on the same page and plan roadmap check-ins for the future.

Quick Review

Share updates on progress, key metrics, and anecdotes to gain an up-to-date, accurate understanding of current product endeavors.‍

Positive Highlights

What milestones have we accomplished since our last product team meeting? What valuable lessons were learned?‍

Roadblocks & Concerns

Have any issues or challenges come up since the last catch-up? How can we help solve them?‍

New Information

Is there any other new information we should consider? Are there any new metrics, trends, customer feedback, or market influences we should be aware of?‍

Upcoming Priorities

What's coming up? Moving forward, what features, releases, goals, or fixes are we focusing on? How are we planning to approach these?‍

Main Takeaways

What were the main insights from this product team meeting? Include key decisions made, progress reports, and any opportunities, issues, or concerns that should be shared with key stakeholders.

‍Take Action

Clarify next steps, who's completing them, and when they should be done by. Note this information here to share and assign.

Our Objective

Reiterate the objective of the project

Deadlines/Milestones

Include in the agenda high-level milestones

Project Update Roundtable

• Name

• Summarize 1-5 updates here in the agenda

• Name

• Summarize 1-5 updates here in the agenda
  

Roadblocks & Risks

• Where are you blocked? How can the team help?
  

Next Steps

• @name Task by DUE-DATE

--

Project Name:

Timeline:

Helpful Links:

What are the goals of this project?

• Review or decide on project goals. 
• Goals should be SMART (Specific, Measurable, Achievable, Realistic, Timely)

Audience & Value Proposition

Quick reminder of who the target audience is for the project and what the core value proposition is

‍Major tasks and timeline

• ‍Make sure every part of the project has an owner and timeline

Decisions that need to be made

• What decisions need to be made? (Name)
• List topics for discussion/decision here, specifically noting what needs to be decided

Next Steps

• @name Task by DUE-DATE

Lighten the mood

Say hello and add a bit of joy to the meeting. Get everyone to share something fun they did recently, the best thing they ate over the weekend, etc. 

What problem are you trying to solve? 

Write this out. 

There are three main types of meeting goals:

1. Understanding: Make sure everyone feels like they know what’s going on, inside, and outside the team
2. Alignment: Make sure everyone on the team is aligned
3. Connection: Tighten the bonds between everyone on your team
   

Manager shares useful information

What’s important for the team to know about what’s happening inside and outside of the team?

• Upcoming changes to the team
• Updates on planning timelines etc 
  

Team members useful information

• Upcoming launches
• Process changes
• Learnings, etc
  

Next Steps 

• Highlight the main insights from the meeting and the upcoming priorities
• Clarify who's in charge of completing the next steps and expected completion dates

Recap of Initial Expectations

Give a brief synopsis of the event. Include aspects like plans, timelines, and deliverables if applicable.‍

Recap of Outcome

Summarize the incident. What happened compared to what should have happened? Provide context so other team members can understand.‍

Stakeholder Input

Do any key stakeholders have discussion points to contribute? Share this template before the post-mortem meeting to gather feedback.‍

Roadblocks & Risks

What barriers or unexpected obstacles arose that changed the outcome of this event?‍

Root Causes

Identify the main cause of each issue above. Be specific. Were objectives clear? Was the schedule realistic? Did any changes in scope occur?‍

Main Takeaways

Summarize the key insights from this post-mortem. How can we ensure this incident doesn't happen again? What should we do differently next time?‍

Resources

List any additional resources that can help the team address all risks and root causes identified.‍

Next Steps

What can be done now? Who is responsible? Clarify any next steps, who's completing them, and when they should be done by. Note this information here to share.

--

‍Welcome

• Review agenda
• Confirm objectives
  

Opening Session

Check-in and good news

Review previous quarter

• Results
• Bright spots
• Lessons learned

Stop, Keep, Start

• What are we doing now?
• What are 1-2 things we can work on?
• What should we stop doing?

Review annual plan

• YTD progress
• Opportunities
• Threats
  

-- Break --

Quarterly Execution Plan

What should be the focus of this quarter?

• Develop theme/subthemes
• What is your company’s number one thing?

Priorities

Company top 3-5 priorities

• Determine top priorities
• Assign each priority an owner
• Set success criteria

Individual top 3-5 priorities

• Determine top priorities for individuals
• Set success criteria

Communication plan for the rest of the company

• ‍

Wrap Up

• Summarize and commit.

--

--

Name

• What did you do yesterday?
• What will you do today?
• Where are you blocked?
• Comfort Level — How close are we to hitting our goals?

Name

• What did you do yesterday?
• What will you do today?
• Where are you blocked?
• Comfort Level — How close are we to hitting our goals?

Location

For Town Halls, access the meeting via a video chat. This is a powerful way of creating a shared experience across the entire company, wherever they are. 

Department Updates

Town Halls are a great way to hear about what different teams and departments are working on by setting up demos, or sharing statistics with the entire company. In the absence of in person communication day today, it’s easy to run into the trap of different teams feeling siloed and out of the loop. It is also a good time for management and executives to reiterate the bigger picture in terms of company priorities.

Solidifying Company Culture

The first card read aloud is called Town Hall Announcements. The 10 items in the checklist on this card are akin to the “10 commandments” for the company. These state the core philosophies of the company and the company culture.  At the beginning of each Town Hall, someone reads these 10 principles out loud so that they are reiterated to the entire company. We always have a new hire read the list so that they become familiar with these philosophies. 

An Open Platform For The People

The goal of a Town Hall is to have a transparent company wide meeting with an open forum for any employee to be able to ask questions, voice concerns, celebrate great contributions, or update the company on their work.

Anyone can add a card to Announcements/Questions with the goal of addressing every single card on the list during the town hall. If you add a card to the list, add yourself to the card so that the meeting moderator can call on you when your card comes up.

Celebrate Successes

Town Hall meetings are not all business. The meetings are a rare opportunity when the entire team is together, which is especially novel in distributed companies. Take the time to build your employees up by establishing fun traditions and finding different ways to celebrate successes.

Easy Access Meeting Minutes

Of course, once a town hall is done this doesn’t mean it should be forgotten. Meeting Minutes from the Town Hall should be easily accessed by all employees after the meeting is over.‍

Our Objective

Reiterate the objective of the project

Deadlines/Milestones

Include in the agenda high-level milestones

Project Update Roundtable

• Name

• Summarize 1-5 updates here in the agenda

• Name

• Summarize 1-5 updates here in the agenda
  

Roadblocks & Risks

• Where are you blocked? How can the team help?
  

Next Steps

• @name Task by DUE-DATE

Name

• What did you do yesterday?
• What will you do today?
• Where are you blocked?
• Comfort Level — How close are we to hitting our goals?

Name

• What did you do yesterday?
• What will you do today?
• Where are you blocked?
• Comfort Level — How close are we to hitting our goals?

Purpose

Review top-level metrics, coordinate projects, and discuss pressing topics.

--

Agenda

Celebrate wins

• ‍

‍

Data to review

• ‍

‍

Updates Roundtable

1. Name
2. Name
3. Name

‍

Discussion Topics

• ‍

‍

--

Action Items

• ‍
  

Team Review

Share updates on overall progress, key metrics, and anecdotes to give your team an up-to-date understanding of current initiatives.‍

Individual Updates

Allow each team member to briefly share what they've been working on. This includes progress, obstacles, achievements, and any other information that would be valuable for the team.‍

Positive Highlights

Acknowledge big wins and milestones accomplished since the last weekly meeting. What valuable lessons were learned?‍

Roadblocks & Concerns

Have any issues or challenges come up since the last weekly meeting? Are there any particular problems a team member is stuck on? How can we help solve them?‍

New Information

Are there any new metrics, trends, customer feedback, or market influences we should be aware of? What about company announcements or industry news? Share any resources that would help the team understand these concepts better.‍

Other Important Notes

Summarize any other valuable information that was shared. It does not have to be directly related to the weekly meeting agenda.‍

Upcoming Priorities

What are the main priorities we should focus on for next week? How are we planning to approach these? What does success look like?‍

Main Takeaways

What were the main insights from this weekly meeting? Include key decisions made, progress reports, and any opportunities, issues, or concerns that should be shared with colleagues.‍

Share

List all key stakeholders not present and other departments that this information should be shared with.‍

Take Action

Clarify next steps for the entire team as well as each individual. Note who's completing them, and when they should be done by. You can assign these tasks from this template.

Quick Review

Summarize all notable events since the last retrospective. Share updates on initiatives, key metrics, and anecdotes. Compare the current timeline and deliverables with what was originally planned.‍

Positive Highlights

What went well? Were any special milestones accomplished? Let each team member contribute.‍

Reflect on Roadblocks

What went wrong? Did any unforeseen obstacles arise? Identify the root cause of each one. Allow each team member to contribute. And remember, this isn't a blame game—focus on continuous improvement.‍

Room for Improvement

What were the main lessons from the roadblocks discussed? How can we solve each issue and improve?‍

Other Important Feedback

Summarize any other valuable discussion points. It does not have to be directly related to the retrospective's main topic.‍

Main Takeaways

What were the main insights from this retrospective meeting? Include key decisions, plans, and any opportunities or concerns that should be shared with key stakeholders.‍

Take Action

Clarify next steps, who's completing them, how we will measure them, and when they should be done by. Note this information here to share and assign.‍

Follow-Up

How will we keep in touch and stay up-to-date about progress? When is the next retrospective?

What are you selling and to who?

Don't forget this fundamental question to ensure your call achieves its outcome.

What is the customer looking for? Why?

Consider the job-to-be-done. What is the customer looking to achieve?

How many users will they have? Who will be using the product?

Which roles, types of users and departments?

What are they using today?

Which product, solution or workaround will your product be replacing?

What are they comparing your product to?

This is an important consideration so you can convey value over the alternative.

What questions did the customer have? How did you answer them?

Make sure you capture these questions to understand what the customer needs to know, and how you could improve your pitch next time.

Any product feedback to note?

Sales calls are a great source of bugs, feature requests, and improvements to pass on to the rest of the team.

Objective

What is the purpose of this meeting? How does it factor into our sales funnel? Is it for initial awareness or to close the sale? List any objectives or main talking points. ‍

Quick Review

Give an overview of where this lead is in our sales process. Mention key context (goals, pain points, how our solution helps, timeline, etc.) that would allow other team members to gain an up-to-date, accurate understanding of the prospect.‍

Information Shared

What new information or material did you provide the prospect during this sales conversation?‍

Feedback

How was the new information received by the prospect? What was their response?‍

Positive Highlights

Note any substantial progress made during this sales conversation.‍

Risks & Red Flags

Identify any potential issues or concerns that could lead to prospect disengagement or undermine the sales potential.‍

Other Helpful Notes

Are there any other discussion points you should note and share with colleagues? Mention any changes or new information that could affect the sales or implementation process.‍

Main Takeaways

Where does the prospect now stand in our sales process? Why?‍

Take Action

What are the next steps? Share key information and actionable steps with your team and the prospect if necessary.

Objective

To engage and educate the prospect.  The objective is to get the prospect to want more information, demo, executive summary, and determine whether they are a good fit.

Research

Research who are our customers in close proximity to them.  Know their contact names.

Agenda

Fill in the answers below during the call:

• How did they hear about us?
• What solutions are they using currently?
• What are their future plans?
• Etc.
  

Product Pitch

Explain value of your product and establish credibility if the fit is right

Next Steps

Record next steps for us and the prospect then add to Salesforce

‍General Review

Share updates on overall progress, key metrics, and anecdotes to give your team an up-to-date understanding of current initiatives.‍

Individual Reports

Let each team member provide a quick update of deal statuses, outreach progress, and other endeavors since the last sales meeting. Note any key information here.‍

Positive Highlights

Acknowledge big wins and milestones accomplished since the last meeting. What valuable lessons were learned?‍

Roadblocks & Concerns

Have any issues or challenges come up since the last team catch-up? How can we help solve them?‍

New Information

Cover any new information the team should be aware of. This includes company announcements, industry news, and any unforeseen developments.‍

Education & Resources

Are there any new metrics, trends, customer feedback, or market influences we should be aware of? Are there any resources that would help the team understand these concepts better?‍

Other Important Notes

Was any other valuable information shared? It does not have to be directly related to the meeting topic. Summarize these discussion points here.‍

Main Takeaways

What were the main insights from this sales meeting? Include key decisions made, progress reports, and any opportunities or issues that should be shared.‍

Take Action

What are the upcoming objectives for the entire team as well as each individual? Clarify next steps, who's completing them, and when they should be done by. Note this information here to share and assign.‍

Follow-Up

How will we keep in touch and stay up-to-date about progress? Should we schedule another meeting?

Background

Get a high-level overview of the lead to gauge how well they match your ideal customer profile. What do they do? What industry are they in? How big is their company?

‍Context

How did they find out about us? What compelled them to approach us? Are they a referral? Did they see an ad?‍

Define Success

What are the prospect's main objectives and ideal outcomes (both qualitative and quantitative)? How does our product help?‍

Pain Points

What are the prospect's main pain points right now? Why are they seeking a solution now? What prevented them before?‍

Competition

How are they dealing with these challenges? Do they currently use any competing products or vendors? What other solutions are they evaluating?‍

Why Our Solution?

What unique value does our solution provide for the prospect? What benefits or features are they most interested in?‍

Timeline

What is the timeline for implementation? When does the potential customer need a solution in place by?‍

Budget

What are they currently spending on this issue? Do they have a budget allocated for it? If not, when do they expect they will?‍

Causes for Concern

Has the potential customer raised any concerns about our offering? What obstacles could crop up and derail implementation? How can we address these?

‍Other Helpful Notes

Are there any other topics or discussion points you should note and share with colleagues?‍

Main Takeaways

Do you qualify this lead as an ideal long-term successful customer? Why or why not?‍

Take Action

What are the next steps? Share key information and actionable steps with your team.

Team, Product, and/or Company Updates

Create urgency; remind team of upcoming due dates and sales deadlines. 

Announce product changes. Welcome new team members. Provide other updates relevant to the day-to-day (i.e. company holidays, policy changes, staff vacations, etc.)

Coaching

Review one to two potential sales, system or process improvements (i.e. maximizing sales tools, writing great emails, etc.)

Celebrate Small Wins

Provide an update on who has been hitting their numbers. Recognize top performers.

Motivate

Share thought-provoking insights, quotes, or other motivational content. Get the team thinking high-level.

Takeaways

What will you take away from this meeting into your day? Open the floor for reps to share their takeaways for the day’s stand up. 

 ---

Action items:

Notes:

• ‍
  

Customer Account Information: 

Company Name: 

Industry/Sector:

Company Size:

Contract Sign Date:

Contract Length:

Customer Team Information:

First touch: 

Most engaged user:

Buying Decision Maker:

Team who will be using the product the most:

Internal Team Information:

Customer Success Manager:

Sales Team Member:

Other Key Stakeholders & Their Roles:

Customer High Level Goals

What is the main business objective of the customer? How do they generate revenue?

Why Our Solution?

What challenges or pain points does our product solve for the customer? What benefits or features are they most interested in?

Is the customer migrating from a competitor? Why?

Defining Success (Customer)

How will the customer determine if our product is helping them meet their business goals? 

Defining Success (Internally)

What key metrics will we use to make sure the customer is healthy and we are successful? 

‍

Some suggestions (find this information in Vitally):

NPS Score

Health Score

Average MRR/ARR

Number of Users

Product Usage

Product Setup

Work & Communication Style

What is the customer's ideal working relationship? What is the best way to contact them?

Growth Opportunities

How can we tailor the product or experience to better suit the customer? What features do we want to encourage the customer to use based on their business goals?

Red Flags & Risks

Were there any hesitations or hiccups encountered during the sales process? How can we ensure these don’t happen during and after the customer handoff?

Next Steps for Team

What do we need to do next to keep the customer healthy? List all actionable steps and the team member responsible for each one.

Next Steps for Customer

What are the next steps for the customer? Is any training required? More feature implementation?

Other Important Notes

Is there any other information worth sharing?

Note Actions

Add Vitally for the suggested metrics

Engine Dashboard Overview

Have each functional team (sales, marketing, product, etc.) prepare and give an overview of how they're running.

Include:

• Goal’s and how they're tracking
• Update on sub-processes
• Key wins, losses, opportunities, concerns
• What we're focused on‍‍

‍Observations and Learnings

• Customer anecdotes 
• Feedback
• Other

‍CTAs / Asks

• What does each functional team need from the rest of the leadership team
• Follow-ups and actions (all actions need a directly responsible team member and a due date)

Meeting type

‍Check all that apply.

• Update
• Discussion
• Decision
  

Goal

‍‍Write the meeting goal here. (E.g. Discuss agency performance and decide whether to renew for another year.)

Agenda

• Item one
• Item two
• Item three
  

Next Steps

• @name task by Due-Date

‍

Sprint Goal

What is the main purpose of this sprint? Define key objectives below.‍

Sprint Backlog

What user stories match the sprint goal? Share this with your team prior to the meeting so they can contribute. Break each user story down into individual tasks. Make sure each task has as much information as possible. Include important metrics.

‍Epics to be Delivered

List out the epics that we're planning to start or deliver during this sprint.‍

Scope of Work Clarification

Revisit your definition of "done." Decide on the acceptance criteria that will be used to determine when each individual task is complete. Make sure all of this realistically aligns with your team's capacity. ‍

Key Risks & Concerns

What potential issues could come up based on the goal and sprint backlog? How can we solve them? Does the scope of work allot enough time for unexpected issues

‍Notes and Takeaways

What were the main insights and discussion points from this sprint planning session?‍

Take Action

Get verbal confirmation from your team about the next steps to be taken. Clarify who's completing them and when they should be done by. Note this information here to share and assign.‍

Follow-Up

How will we keep in touch and stay up-to-date about progress? Should we schedule a follow-up meeting?

Big Picture

• CEO Update
• Highlights
• High-level Challenges
• Company Needs
  

Calibration

Tell the story of the company using the fewest number of metrics/charts to properly frame the current status.

Financial metrics

Financial performance & forecast (quarterly)

• Quarterly P&L
• Monthly waterfalls (revenue, burn, cash balance, headcount)
• Performance vs. Plan

Funnel metrics

• Website Visits
• Leads
• Conversions
• Conversion Rate

Product engagement metrics

• Signups
• Downloads
• Activations
• Engagement
• Retention
• NPS
  

Company Building & Updates

Org Chart 

• Forward-looking - show current team and positions to be filled w/in 6 mo.

Product/Engineering

• Product Roadmap
• ---Major launches & achievements since last meeting
• ---Roadmap next 6 mo. (where is company heading)
• Major Challenges (where is help needed?)

Growth/Marketing

• Performance against KPIs
• Positioning
• Brand
• Messaging
• PR

Sales/BD

• Performance against KPIs
• Sales pipeline & forecast
• Major challenges (where is help needed?)

Operations (if appropriate)

• Performance against KPIs
• Major challenges (where is help needed?)
  

Working Sessions

Session One

• Deep dive into a functional area, partnership opportunity or business challenge

Session Two

• Deep dive into quarterly goals or product challenges
  

Closed Session

• Feedback to founders
• Formalities
• Stock option grants