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Executive Meeting Templates

The complete set of meeting templates for leaders and executives
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As a manager or leader, meeting agendas are often your responsibility. That means that you set the tempo for your meetings and decide what’s important. You also act as an example to your company for how meetings should be run. Done right, your team will emulate your best practices in their own meetings. Every good meeting has a foundation in a good agenda to help drive the meeting forward. What topics should you make sure to include on that agenda?

Below is a collection of agenda examples for common leadership meetings — from board meetings, to planning meetings, to your company-wide all-hands. Of course, these aren’t the only meetings you’ll be running. For more templates for meetings in any department, check out these 80+ meeting agenda examples. 👇


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All-Hands Meeting

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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.

Board Meeting

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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

Executive Strategy Session

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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

Executive Weekly Team Meeting

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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

Formal Board Meeting Minutes

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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

Monthly Management Meeting

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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

Quarterly Planning Meeting

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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.

Senior Leadership Team Meeting

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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)

Start-up Board Meeting Agenda

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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
Executive

Agenda Template FAQs

How do you prepare for a customer meeting?

Whether your next customer meeting is your first or 15th with that client, you need an agenda. To build an agenda, you focus should be on answer these three questions:

  1. What is the current state of the customer’s progress toward their goals?
  2. What issues need to be solved to move the customer closer to their goals?
  3. How can these issues be solved?

How to specifically structure your agenda may vary based on your customer, but our library of 80+ meeting agenda examples should give you a good starting point.

How do you start a customer meeting?

As you get your meeting started, you want to grab everyone’s attention, set expectations, and then launch right into it!

  1. While small-talk is great for building rapport before a meeting, don’t let the chatter go on more than a couple of minutes into the official meeting time
  2. If there are participants who don’t know each other, introduce them (and yourself!)
  3. As you get the meeting started, reaffirm why you’re meeting, and what everyone will get out of it. Spending 20 seconds summarizing the agenda shows that you have and plan and you’re in control
How do you end a customer meeting?

As you wrap up your customer meeting, you should revisit any action items you’ve noted during the meeting and affirm that you’re on top of things. This is a good time to note who will be responsible for what, and when the customer can expect an update.
Then, end on a positive note, showing enthusiasm for your partnership and thanking your customer for their time.

How do you have an amazing first client meeting?

Relax and smile
You may be stressed in an attempt to get started on the right foot. Don’t let that impact your body language (even on video conferencing).
 
Offer something of value for free
In addition to any materials in your welcome package, set the stage for a strong relationship by making an offer. This could be a resource, like a research or an ebook, or it could be to set up a training or consultation. It could even be minor, like providing advice based on the customer and your experience with other customers like them. Whatever it is, find a way to show your client that you’re deeply invested in their success.

Listen more than you speak
You may have landed this client, but you still have a lot to learn about their expectations, goals, and priorities. Ask a lot of questions, and listen actively. Even if you think you already know the answers, being a good listener will help build rapport, and you never know—you may learn something incredibly valuable after all.

Be specific about what you offer and how you can help
A common pitfall in initial client meetings is to be overly general. Instead, now is the time to be specific. What exactly will you do together? Who, how much, how often, measured in what way?

Do you have a guide to running great customer meetings?

As a matter of fact, we do. This short, downloadable guide walks you through running a customer meeting that both strengthens customer relationships and improves company wide collaboration.

Get your free download:
The Art of the Customer Meeting.

How do you run a design meeting?

How to run your design meeting will depend a lot on what kind of design meeting it is. Is this a sync up between just a PM (or other product owner) and the designer? Is it a weekly meeting for the design team? A critique? Or is it a cross-functional meeting, with many stakeholders present?
 
Each of these types of meetings requires a slightly different approach. What is common between them, is a need to be upfront and clear about what the goals of the meeting are (and what they aren’t).

For example, here are some typical examples of design meetings:

  • Brainstorm approaches for an early design
  • Seek feedback on an in-progress design
  • Get buy-in on a nearly completed design
  • Plan, decide, and organize your team’s design process
Should non-designers be invited to a design meeting?

Successful design projects usually need involvement from other stakeholders, but too much meddling can throw a wrench in the design process. As a general rule (that can sometimes be broken), input from non-designers is the most helpful at the beginning and end of a design process.

Early in the project, in the research phase, non-designers can be incredibly helpful. They can clarify how a design will be used, describe customer needs, and reveal requirements that might not be obvious about how the design should be used. If designers have experimented with multiple approaches to a problem, it can be useful to share these sketches early on.

Once the design specifications are clear, however, it’s often a good idea to let designers and project people iterate through the problem in a small team with minimal distraction. It’s during this time that small details can become a distraction for non-designers.

When a design is nearly complete, it’s once again helpful to invite key stakeholders to make sure the design is successful, and get buy-in before more resources are invested in making the design come to life.

How do you have a good team meeting?

Consider what can be removed from your agenda… and your invite list
Possibly the most common complaint about team meetings is that they are a waste of time. So the first step toward having a good team meeting is asking yourself whether everything on your agenda needs to be part of the meeting, and whether everyone needs to be there. By keeping a tight agenda and a smaller group, you’re sending a signal that people’s time is important.

Share your agenda in advance
Speaking of agendas, be prepared. Share your agenda in advance, so that the rest of the team know what will be discussed. This way, they can prepare their thoughts, and the meeting will run smoothly. If you surprise people with topics, those parts of a meeting can take longer.

Let other people talk
Many leaders and executives make the mistake of thinking that if they are running a meeting, they need to talk the whole time. Instead of Presenting on a topic for 30 or 60 minutes, structure your meeting so that others participate and even take the spotlight. 

For a more in-depth structure to follow, check out Vital Meetings, the free guide to having shorter, fewer, and better meetings.

How do you make sure real decisions are made in executive meetings?

With executive time being so valuable, it’s important that exec meetings focus not on information sharing, but rather on discussion that leads to decision-making.

One strategy that works here, is to use action-oriented agendas. For example, instead of an agenda item called, “Priorities for next quarter” make a bold statement on your agenda: “Decide on top 3 priorities for next quarter.” This leaves no wiggle room for failing to meet the goal of the meeting.

If you’re a manager or leader, how much time should you spend in meetings?

If you take a look inside a manager’s calendar, it’s not uncommon to see 50-90% of their time blocked off in meetings. At first glance, this seems to make sense. If your primary function is leadership, should you spend the majority of your time with others? However, this kind of distribution often doesn’t leave enough time for strategic thinking and planning.

If you’re attending lots of meetings out of a need to stay in the loop, a better approach is to ask your team to take notes on important meetings, and share them with you (and other relevant stakeholders). A meeting management platform like Hugo can help, and many managers whose teams use Hugo report spending 20-50% less time in meetings because they can rely on skimming notes for less important meetings instead.

What is an HR meeting?

HR (human resources) is responsible for supporting recruitment, hiring, training, and managing. HR professionals meet with job applicants and current workers to support these goals in a variety of meetings, ranging from job interviews, to trainings, to one-on-one coaching sessions.

What should you do if HR wants to meet with you about your behavior?

If your behavior at work is in the process of being addressed, you may need to meet with HR. This can be a stressful situation, but ultimately, if you handle yourself professionally, you should be able to come out of the meeting in good shape (and keep your job).

Here are a key tips to keep in mind:

  • Request examples of behaviors that need to be addressed
  • Write down any specific requests
  • Ask for clarification to avoid misunderstandings
  • Listen and repeat back what you hear to show you are listening
  • Take ownership of your mistakes
  • Ask for help if you need it
  • Show your commitment by setting clear next steps
  • Stay positive (and avoid being defensive)
  • Say thank you. Be gracious for the opportunity to improve
How do I tell my boss about a bad co-worker?
  • Schedule a meeting so that you know you have private time set aside to have the conversation
  • Focus on the behavior, not the person. Avoid personal attacks and instead focus on what they are doing
  • Show up prepared. Put some thought into what you want to say. Taking notes about the behavior in question may help
  • Stick to the facts, and not what you think someone is thinking/feeling
  • Keep a cool head. Even if the issue is serious, try to avoid arguing, shouting, and cursing
  • Request help in finding a solution
How should you handle yourself in an HR meeting?
  • Focus on the facts of the situation
  • Be calm, even when under pressure
  • Consider other people’s points of view
  • Be aware of negative body language
  • Practice good listening. (Don’t cut anyone off)
  • Make sure your effort matches the importance of the issue. (Don’t go crazy over something small)
Who should be at a marketing meeting?

Invite necessary decision-makers, but don’t cast too wide of a net. Since marketing often involves or impacts a lot of departments, it can be tempting to invite a lot of people to some marketing meetings. Instead, try to pair it down. If someone is being invited to the meeting only as an FYI, send them meeting notes instead.

How do you set an agenda for a marketing meeting?

The common structure for many marketing meetings is the following:

What are common types of marketing meetings?
How do you make team meetings more engaging?

The best meetings involve the whole room, not just one or two presenters. Here are a few ways to encourage more engagement:

  • Ask others to contribute to the agenda. Having a shared agenda helps everyone in the room feel responsible for the meeting’s success.
  • Make small talk as people are settling in. When you show up early, get the conversation flowing instead of burying your head in your laptop or your phone.
  • Don’t do all the talking. Invite fellow participants to lead discussions and provide updates.
  • Give updates before the meeting. Provide materials to review before the meeting so that you can focus on the discussion and decision-making when everyone is together.
  • Do a deep dive into one topic. Focus on a single challenge to tap into the collective intelligence of everyone attending.
  • Keep a sense of humor. Cracking the occasional joke will help meeting participants feel open to expressing their own ideas.
What agenda topics are most common in team meetings?

Team meetings are among the most common and most important meetings in any workplace. Agendas for these types of meetings range wildly, but all topics usually fall into one of these categories:

  • Introductions. If they don’t already, make sure everyone in the room knows who each other are.
  • Updates. Updates are extremely common in team meetings, but often they are also the hog a lot of time without providing a lot of value. Summarize updates on the agenda when possible and keep them brief.
  • Discussions.
  • Decisions. If a decision needs to be reached during the meeting, note it explicitly on the agenda.
  • Next steps. While not a significant part of the agenda, it’s important to always agree on action items from a meeting and who owns them.
What are some fun and cool team meeting ideas?
  • Go around the table with an icebreaker. Get to know each other by having everyone answer the same question.
  • Change up the location. Get out of the conference room and into the break room, or on the lawn outside.
  • Start at a weird time. Pick something memorable like 1:23 pm.
  • Get some exercise. Switch things up during a long meeting by having everyone take a run around the block, do as many pushups they can do, or some other physical activity to get the blood pumping.
  • Pass out prizes. Have a pile or swag, or candy bars, or coffee gift cards up at the front of the room. Whenever someone makes a spectacular contribution, toss them a prize.
What are good questions to ask in a one-on-one?

Personal/rapport-building:

  • What worries you? What keeps you up at night?
  • What are you most excited about?
  • How’s life outside work?
  • What do you like to do on the weekends?
  • Do you feel like you’re making progress on your career goals?
  • What are your big dreams in life outside of work?

Career growth:

  • What skills would you like to develop?
  • Do you feel challenged in your role?
  • Is there any training or education we should be investing in for you?
  • How do you see your role evolving?
  • Do you feel like you’re making progress on your career goals?
  • Who in the company would you like to learn from?

Giving/receiving feedback:

  • Do you feel you’re getting enough feedback?
  • What’s an area where you would like help or coaching?
  • What’s an aspect of your job you’d like to improve?
  • How can I help you be more effective?
  • What is something I can do better?
  • What have past managers done that you’d like me to do as well?
Why have one-on-ones with your employees?

One-on-one meetings have many benefits:

  • Help employees build better relationships with their managers 
  • Provide opportunities for coaching and training
  • Encourage employees to feel valued at work
  • Discuss performance and areas of improvement
  • Find out what employees are (and are not) excited about
  • Learn how managers can better help employees
Who should set the agenda for a one-on-one meeting?

It’s good for the employee to feel ownership of their one-on-one because the meeting is primarily for their benefit. So, rather than having a manager set the agenda every time, the majority of the agenda should be driven by the employee. Of course, there should still be opportunities for managers to lead the conversation, especially when it comes to topics like coaching and performance. Using a meeting notes app that allows for easy, collaborative agendas can help.

Should one-on-one be hyphenated?

Yes. The word one-on-one is always hyphenated, regardless of whether it is used as a noun, adjective, and adverb.

What are other ways to spell one-on-one?

Writing all three hyphenated words out as one-on-one can be tedious. For brevity in your calendar invites, try using: "1:1" or "Name <> Name."

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