Executive Meeting Templates

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.

‍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

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

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

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

‍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.

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)

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