The Report Back Meeting System 

Download the Report Back System Here

Upon completing the Proven Process, you enter the realm of the Continuous Improvement Cycle (CIC). The driving force behind continuous improvement is the weekly meeting facilitated by the Report Back System.

Remember the wise words of Buckminster Fuller: "If you want to change people's thinking, don't try to teach them. Provide them with a tool, the use of which will change their thinking."

Consider this system as one of those transformative tools. By consistently participating in this meeting, you will achieve your goals and address pressing issues. It requires less than an hour per week, yet the benefits are immeasurable. Reflecting on the "Designing a Day" exercise, if you find it challenging to live your dream day due to constant management and firefighting, this system will rectify that.

Chet Holmes utilized a similar system to transition from working 70-80 hours a week, overseeing 17 divisions for Charlie Munger, to working only 17 hours per week. He scheduled a weekly one-hour meeting with each division's leadership team, just like the one described here. After these meetings, everyone possessed clarity about their tasks, felt empowered to take action, and could independently solve problems.

At the end of each Report Back meeting, every team member should have a comprehensive understanding of the following six aspects:

1. Any issues that have arisen since the previous meeting.
2. The overall health of key metrics in each department.
3. The broader perspective on why we do what we do.
4. Accomplishments since the last meeting.
5. Areas where individuals are encountering obstacles in their defined tasks and initiatives, along with potential solutions.
6. Specific tasks they will work on between this meeting and the next.

Please have the report back meeting template open as a reference while reviewing this section.

The initial focus of each meeting is the Scorecard, which allows us to take the pulse of the business and develop an awareness of the current standing. Consider monitoring 5 to 15 key metrics, classified into distinct categories. The Measure section of the Proven Process provides a detailed lesson on personalizing your scorecard later on.

For instance, the example measures operational, marketing, financial, and customer experience metrics to provide a comprehensive overview of the business's health.

Given the continuous whirlwind of daily operations, we need a reliable mechanism to assess if we are on track, whether our implemented changes are effective, or if a course correction is necessary. If any aspect is off-target, we note it on the issues list in the first tab.

Throughout the meeting, we refrain from making excuses or complaining. Instead, we aim to create a clear picture of reality and devise plans for improvement. This meeting centers around determining the next action, not complaining about the past.

Regarding the issues list, it is crucial to identify root causes, establish if multiple issues share a common cause, and decide when and how to address them. Prioritization of the issues list should be based on factors such as ease of resolution, leverage potential of the solution, and urgency.

Addressing high-priority issues involves identifying their root causes (if necessary), determining whether they require immediate action or should be included as action items or projects, and documenting the solutions or next steps. However, not every issue on the list requires such treatment. Focus primarily on the top-priority items that will be dealt with in the near future. It ok if the issues list is very long. It's good to keep track, and you will only ever be working on the top few items.

Lastly, we examine the Report Back section. Here, we list our next actions related to current goals, projects, and issues. Instructions on completing this section can be found in the top right corner of the Report Back tab in the provided download.

This section not only serves as a task list but also reminds each individual of their purpose, contributions, and current focus. Sections A and B reinforce the broader perspective of the business and the departmental contributions. During the meeting, each team leader should read aloud their A and B sections weekly.

If any item from the scorecard or issues list requires attention, include the corresponding next action or set of actions in this section, in addition to project-based tasks and prioritize them accordingly.

By the end of the meeting, you and each team member should have 1-6 Specific, Measurable, Actionable, Realistic, and Timebound tasks to be completed by the next week, advancing your goals and addressing urgent issues or quick wins. This is where intention and action converge.

During the initial implementation of the Report Back system, you simply list the tasks you plan to undertake between the current and next week's meetings.

In the second week, after reviewing the scorecard and issues list, go around the table, and have each person answer three questions:

1. What did I accomplish last week?
2. Where am I encountering obstacles, and why?
3. What tasks will I work on this week?

To do this, copy last week's tasks from section C into section D and mark them with red, yellow, or green. Red indicates not started, yellow signifies being stuck, and green indicates completion (refer to the spreadsheet for clarity, if needed).

If a major task has been completed, move it to section E, the list of accomplishments. Recognizing achievements and celebrating them as a team is vital for human motivation. Hence, tracking our accomplishments is essential, as they collectively contribute to significant progress.

When encountering obstacles or facing challenges that impede task completion, document them in section F as key challenges or in section G as key decisions requiring input from the team.

At this point, section C (action items for the upcoming week) is open, enabling the determination of actions for each team member. Each item should be broken down into manageable next actions. Assess whether each item is S.M.A.R.T.: Specific, Measurable, Actionable, Realistic, and Timebound. Avoid listing projects as action items; instead, specify the individual tasks within the project. Projects listed as action items often lack clarity on the initial steps, hindering progress. Planning and breaking down tasks into manageable pieces are crucial for success. The "Mini Project Planner" tab can be used to gain clarity on project-related tasks. If an item has lingered on the task list for a long time, it is likely irrelevant and should be moved back to the issues list or reevaluated as a project that requires further breakdown.

To clarify areas of responsibility regarding this system, each team leader should develop their own task list aligned with the company's focus and their department's contribution before the meeting. This approach fosters ownership, harnesses their creativity and unique abilities, and lends meaning and purpose to their task list and subsequent actions. If their plan does not align or prioritize effectively, it is the leader's responsibility to guide and help them readjust until their action list corresponds to the overall goals of the business and current targets. Consistent course correction and realignment cultivate focus within a team, leading to achievements beyond initial expectations.

While assigning due dates for each item in the Timebound column, consider using "do" dates instead of "due" dates. This practice aids in avoiding procrastination and enables proactive planning for the week ahead. If a shared calendar is used, ask everyone to schedule their tasks directly into their calendar to ensure that adequate time can be allocated.

Over time, you will improve in breaking down tasks into S.M.A.R.T. actions. Having ambitious goals and not completing everything on the list is totally acceptable as long as there has been a clear effort. If an item remains red or yellow, it will not be forgotten; instead, transfer it to this week's action steps and steadily make progress in the upcoming week, and consider breaking it down into subtasks.

To effectively tackle the tasks on your list, designate discretionary time throughout the week, separate from operational and administrative work, solely for working on these tasks. Blocking approximately an hour per workday on your calendar, safeguarded by you and your team, is ideal. Look out for one another and ensure this time is respected. Respected and protected scheduled discretionary time will be a recurring theme throughout this course because it is when the "on the business" work actually happens.

By utilizing this system, time becomes an ally. Instead of issues accumulating, being forgotten, and causing stress, you will strategically contribute incremental value and improvements to the business on a weekly basis. The team will feel they are making progress and since progress = happiness, morale and culture will improve as well.

Problem-Solving:

Problems can generally be categorized as exceptional or generic. Exceptional problems arise unexpectedly, while generic problems can always be resolved using a system, method, procedure, or policy. Generic problems constitute 99% of the challenges faced in daily life and the issues listed.

A common mistake is treating generic problems as exceptional problems and repeatedly solving them over and over again. The Report Back system addresses this by encouraging the tracking and resolution of issues through focused, high-leverage work.

There are two superpowers essential for maximum achievement:

1. Focus
2. Leverage

This system cultivates both.

By planning and tracking your actions using the Report Back, you will learn to focus on what's important now (WIN) and prioritize working on these crucial tasks instead of merely reacting to daily distractions.

Through the scorecard, which measures results, you will identify activities with the highest leverage. Rather than spending discretionary time on trivial $10 issues, such as organizing your email inbox, you will invest it in addressing $10k problems that have a significant impact on your life and business, such as implementing a checklist system or refining job descriptions.

The best part is that as you become more skilled at focusing on high-leverage activities, you will create more time and space to concentrate on these valuable tasks. It becomes a positive feedback loop that empowers you to take control of your life and work.

Important Notes:

• During high-intensity projects with tight deadlines, such as restaurant openings, modify the system for "Daily Stand-Ups" instead of weekly meetings. Adjust the tasks to be completed daily and utilize the report back, and issues list tabs accordingly.
• This system is scalable and can be implemented at every level of an organization. Create a sheet for the CEO to meet with executives, then one for each executive and their leadership team, and extend it down to sheets for general managers to connect with assistant managers.
• Adapt the system to suit your needs. Not all parts of the system may work for everyone. Find what works best for you, and discard the rest.