Facilitation Notes
(Visible only to you as the coach during a live meeting — unless you are projecting your screen for others to see.)
This meeting provides a valuable opportunity to demonstrate the platform’s meeting tools, especially for participants who haven’t experienced them in the owner-leader sessions.
For example, during the Actions to keep the process on track agenda item, you might capture a decision in real time — such as agreeing on the time period or start date for the surveys.
Who to include in the meeting?
Ideally you would include anyone who's been identified for the Organisation Leadership Team, as all team members will be included in the Organisation Review process. In reality, sometimes this is difficult to schedule, so we suggest at a minimum holding this meeting with the team leader (often the owner).
If the meeting includes organisation leaders who've not participated in the owner mentor work, you may want to curate the check-in item to include an introduction from the owner about their adapt experience so far, and what they want to get out of the next part of the journey.
Timing of future workshops
Ideally, you will use this meeting to pencil in, or book, the first two workshops: Induct the Leadership Team (ILT) and Build Your Resilient Business Strategy (BYRBS). You will schedule the Resilient Business Survey for after you've completed ILT, but you will need it as an input for BYRBS. Some customers prefer the survey to remain open for 2 business weeks to ensure everyone gets a chance to participate, so be aware of this timeframe when booking. There are some actions to set up the survey that will impact your timeframe (detailed in the flowchart in the agenda item Step 1 - the Organisational Review)
Team Assessment
One of the Organisation Review actions is for the leaders to complete a Team Assessment.
If your customer doesn’t yet have an established Organisation Leaders team, the Team Assessment may be challenging for them to answer accurately. In these cases, participants often interpret “team” as referring to the whole organisation.
To help clarify:
Explain that questions referring to “the team” relate specifically to the Organisation Leaders team, not the wider organisation.
Encourage them to answer “Disagree” to questions such as “We have clear and well-documented team values” if such values don’t yet exist for the leadership team itself. These are not to be confused with company values.
You might choose not to use the Team Assessment if you are forming a new leadership team who haven’t worked together in this context before. However, the Trust and Psychological Safety section can still yield useful insights — particularly if the group has collaborated in other ways.
Working Together Questions
Review and curate the superset of questions in the agenda — not all will be relevant for every group.
One of the included questions asks about factors that might influence the cadence of their strategy cycle. Examples to explore:
Are there quieter times in the year that are ideal for strategic planning?
Are there key inputs, reporting periods, or cycles that need to be aligned with?
The 2-day “Build Your Resilient Business Strategy” session typically marks the start of the annual strategy cycle. This timing should be confirmed or discussed during the meeting.
If the session’s timing doesn’t align with their preferred strategic cadence, consider setting shorter-term (e.g. quarterly) objectives to “catch up” — but avoid letting timing misalignment delay the strategy process at this stage.
Stewardship for the team