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2015-03-11 02:20:59
Bob Frisch
Cary Greene
Every year, in virtually all large and midsize companies, high-level leaders
come together for a leadership summit.
These events usually last two to four days and can rack up millions of dollars
in costs: airfare and accommodations for the 50 to 500 or so attendees, fees
for outside speakers, production expenses, the many person-days that go into
planning, and the enormous opportunity cost incurred by taking so many top
managers away from their normal duties for several days.
When executed well, these meetings are certainly worth the time and expense.
They can serve as a powerful catalyst to align leaders, develop solutions to
problems, introduce new strategies, and fuel collaboration across the
organization. But many companies squander this rare opportunity to harness the
collective knowledge of their frontline leaders.
The typical summit begins with a numbing sequence of platform presentations
from a parade of C-level executives. Later sessions address topics, such as a
new ad campaign or a product rollout schedule, that concern only a portion of
the people in the room. A motivational speaker adds a dollop of entertainment.
Some breakout sessions and an open-mic Q&A with the top team, emceed by the
CEO, pass for an exchange of ideas.
Information, proposals, and solutions flow in only one direction from the top
down and not all that coherently. Attendees leave only slightly better informed
and better networked than when they arrived. It s usually not clear whether
they ve understood the messages they re supposed to take back to their people,
much less what anyone would be expected to do as a result. A huge opportunity
has been missed.
Most leaders assume that summits won t allow for much more than an update and
marching orders.
Contrary to what leaders and planners assume, you can have genuine and
productive conversations with hundreds of people at once. Over the past decade
we have designed and conducted leadership summits for thousands of executives
in scores of companies, ranging from Fortune 50 multinationals to German
Mittelstand family businesses, and we ve seen such conversations take place.
Remarkably straightforward strategies and practices can ensure that information
flows not only down from the top but also up from the group, and across it, in
a way that allows leaders to direct the conversation without inhibiting
creative responses. By applying the appropriate techniques before, during, and
after the meeting, C-level leaders can get the full value of the knowledge of
their frontline executives; see to it that participants leave with unambiguous
messages that their employees can turn into action; and transform a meeting
that often lulls people to sleep into an event that gets the organization s
synapses firing.
R1503F_BRODEN_B
Before the Summit
Why do CEOs and their top teams settle for less-than-optimal leadership
conferences? A few executives may shy away from a real exchange of ideas for
fear of losing control of the meeting. But most leaders and meeting planners
simply assume that the events are too unwieldy to allow for much more than an
annual update and marching orders from the top.
Here s how the planning process generally unfolds: Some six to 12 months in
advance, a midlevel executive from HR, finance, strategy, marketing, or
corporate communications is charged by the CEO or another top executive with
planning the summit. He struggles to get on the executive team s calendar to
discuss it. When he does, he uses his allotted 15 minutes to offer up some
possible locations, three to five potential guest speakers, and a preliminary
agenda seemingly related to a theme. Such themes are often so laughably vacuous
One company, one vision, Forward together, Creating a common future that
virtually any presentation or activity could be made to fit them. Executive
team members spend a few minutes reacting to the locations. They may suggest a
few more speakers. And then they promptly forget about the summit until a few
weeks before the event, when the planner starts reminding them that they need
to pull their presentations together.
That s when people start paying attention. C-level executives, division
presidents, and function heads begin lobbying to add speaking slots or favored
subjects to the agenda. The planner, lacking any real authority, attempts to
allot them all time. Sometimes the CEO suddenly remakes the entire agenda. The
result is a highly fragmented or superficial meeting conceived entirely from
the perspective of top executives, with hardly a thought given to what the
attendees are likely to take away from it, much less what they might
contribute.
It doesn t have to be like this. Because these complicated conferences are
scheduled so far in advance, there s plenty of time to take the steps needed to
create a coherent, focused event.
Assign clear roles that have real authority.
Because the lines between directing, designing, planning, and coordinating a
summit can blur, it often turns out that no one is clearly in charge of shaping
the event. Roles and responsibilities should be clarified at the outset. Rather
than viewing meeting planning as a lower-level administrative function, the top
executive convening the summit (the meeting owner ) should designate a summit
director and grant that person the authority to control the agenda and to say
no to people asking to add things that don t fit its focus. Working with a
design team, the director should oversee the creation of all pre-meeting,
in-meeting, and post-meeting materials and activities. A coordinator, reporting
to the director, should be appointed to handle scheduling, travel, production,
and logistics with the venue. An emcee should be selected to introduce the
sessions and speakers, smooth transitions, clarify questions from the audience
to the speakers, and present instant polls and other social media input during
the event. Facilitators are also needed to help guide small-group discussions.
Define a clear set of objectives for the conference by starting with the right
questions.
The summit director s first contact with the CEO and the executive team may
need to include a discussion of locations an issue that requires a long lead
time. But that s not the most important topic. The director should begin by
asking two questions: What do you want the outcome of the meeting to be from
the perspective of the attendees? and What do you want them to say when their
teams ask, What happened at the big meeting?
The answers aren t always readily apparent. But after some discussion, most
executive teams develop a few concrete objectives. Depending on a company s
circumstances, objectives might include aligning everyone around a common set
of priorities, solving problems impeding company progress, driving a cultural
transformation, or accelerating the integration of a major acquisition.
Typically, executives will want to specify several outcomes, but the important
point is to formulate them as outcomes, not as a grab bag of agenda items
loosely connected by a vague theme.
Take, for example, a consumer products company we ll call Kallos, which has
more than 35,000 employees and hundreds of thousands of sales reps. A new
leader had succeeded a celebrity CEO, who in his wake left financial problems,
low morale, and a culture that tolerated broken promises on the part of
managers. The new CEO and his team, wishing to shake things up, developed five
objectives for their summit of 200 executives: reach a realistic understanding
of the current state of the company, including the need to drive growth;
restore employees faith in the brand; prepare to embark on a cost-reduction
program in a way that would not adversely affect consumers; ensure that
everyone understood what they needed to do in the near and long term to fulfill
those goals; and lay the groundwork to make sure everyone followed through on
his or her promises.
Start the conversation before anyone leaves home.
Eight to 10 weeks before the meeting, attendees should be surveyed so that the
summit director can determine how much time to spend on each objective and
identify related issues that should be addressed. To gauge people s current
view of the five objectives, Kallos administered an anonymous survey that asked
respondents, among other things, how proud they were of the quality and
performance of the company s products, how comfortable they would be describing
the financial situation of the company to a newly hired employee, and to what
extent they believed that managers they dealt with on a day-to-day basis
behaved as if they were accountable for their actions. When 90% of the 200
respondents indicated that they were proud of the brand, the focus of the
objective restore faith in the brand was shifted to determine how to
communicate our pride in the brand to sales reps. Open-ended survey questions
included the standard What s the one question you or your team would like
addressed at the upcoming conference? and If you were riding in the elevator
with the CEO and could tell him the one thing that would most improve the
company s prospects, what would it be?
Design the summit around the objectives and coordinate the content.
Podium presentations, breakouts, and interactive sessions should be not only
relevant to the meeting objectives but also coordinated so that together they
form a coherent whole. This is commonsensical, but rare. That s because the
first time anyone other than a speaker or a few of his reports hears any of the
podium presentations is often at the meeting itself.
Focusing C-level and other stage presentations on the objectives and making
sure the presentations tie together requires appointing an individual as a
single point of editorial contact. This role may be filled by someone from HR
or corporate communications, or by a third-party speechwriter, but whoever it
is should enjoy the protection of the meeting owner, who must deflect attempts
to interfere. Four to six weeks before the meeting, the content editor should
begin to assist all presenters, including outside speakers, in using one or
more of the meeting s objectives as the starting point and backbone of their
presentations and to coordinate the presentations with one another. The editor
should attend rehearsals and provide feedback. He must hold the line against
presenters who say they have a few extra slides but promise they can get
through them in the allotted time and those who try to cram mountains of
information onto each slide. With the guidance of a firm editorial hand, hours
of formerly must have presentations by a succession of C-level executives
will be transformed into short, pithy, coordinated talks.
Engage participants in the issues in the days leading up to the summit.
Seven to 10 days before the meeting, attendees can be given reading material
focused on the objectives. Include only the minimum amount necessary to set up
discussions planned for the event. We ve found that carefully focused and
framed material usually takes no more than about 60 minutes to read.
R1503F_BRODEN_C
An orientation webcast, similarly lasting no more than an hour, can also
prepare participants to make meaningful contributions at the summit. For a
luxury goods company, a key objective of an upcoming leadership conference was
to prepare the organization for a new global e-commerce division, which would
supplant an outmoded regional structure. Before the meeting, participants were
required to join in on one of three webcasts conducted by the new division
head, who used a few simple diagrams to explain the new operating structure and
then answered typed-in questions from participants. Instead of wasting valuable
conference time explaining the structure, top leaders were able to have a
problem-solving session about its implementation with knowledgeable,
well-prepared attendees the people who would ultimately have to make the new
structure work.
During the Summit
Solid pre-meeting work clarifies the objectives, coordinates the content, and
initiates engagement with attendees. The design and execution of the meeting
itself should make that work come alive in what is in essence a series of
structured conversations, carefully orchestrated to generate ideas, alignment,
and, often, surprises along the way. Employing some simple principles and tools
can make that happen.
Pay attention to the pace and rhythm of the meeting.
Kallos kicked off its conference with a brief (15-minute) keynote in which the
CEO introduced the meeting objectives and framed what was going to unfold. Day
one was devoted to the first two objectives: understanding the current state of
the company and communicating pride in the brand. Two 20-minute podium
presentations, each focused on one objective, were broken up by exercises
performed by each table and breakout sessions, followed by reports to the
entire assembly. During lunch, a guest speaker addressed the drivers of
successful direct selling, offered a case study, and took questions from the
audience. After lunch, presentations from the product and marketing group,
along with several exercises, focused on communicating pride in the brand,
particularly to sales reps. Day two featuring a similar mix of presentations,
exercises, and breakouts, and a Q&A with the executive team was devoted to the
remaining objectives: cost reduction, accountability, and commitment. An
abbreviated day three included breakouts by region and concluded with a call to
action from the CEO and promises from the executive team to track and support
the commitments individuals and groups had made during the summit.
Allow for flexibility within sessions.
Given the many moving parts of large, multiday meetings presentations, breaks,
meals, breakouts, audiovisual setup, and the like deviation from the schedule
is impossible. Even so, flexibility can be maintained within sessions to
address issues that arise or to pursue productive lines of discussion. For
example, at the luxury goods company s leadership summit, the division
president conducted an instant poll asking attendees if they would feel
comfortable explaining to others a strategy she d just outlined. When a large
percentage of the 90 people there said no, she asked participants to
anonymously submit written questions, which she addressed on the spot. Only
after a second instant poll indicated that virtually all attendees were
comfortable explaining the strategy to others did the session proceed as
planned.
Improve the quality and effectiveness of top-down communication.
During conferences, top-down communication generally takes place in three ways:
podium presentations, videos, and Q&As with the executive team. If the editor
responsible for coordinating content has done a good job, the podium
presentations will be succinct and integrated. We have found that an ideal
podium session includes no more than four presenters who speak for 15 to 20
minutes each, using just five to seven slides.
Most leadership summits also include an open-mic Q&A session in which attendees
ask questions of the CEO or the executive team. The worthy intent is to provide
unvarnished answers from the top in response to what s really on people s
minds. But what actually happens is wearyingly predictable: impromptu speeches
disguised as questions, multipart inquiries requiring time-consuming answers,
softball questions intended to curry favor with the leaders, and questions
relevant to only a handful of people in the room to all of which the leaders
must extemporize answers. Meanwhile, attendees who are hesitant to raise
provocative (or any) issues in front of a large audience remain silent.
There is a better way. If you hold the Q&A on the second day, you can ask
people to submit questions at the end of day one. That evening, the summit
director, editor, and meeting owner can select the best questions and add ones
they feel should have been asked; the executive team can formulate responses to
the more provocative ones; and the rest can be parceled out to the appropriate
executive team members. Many leaders resist this technique as somehow
manipulative or undemocratic, feeling that an open mic is more honest. We argue
that, in fact, this approach is ultimately more democratic, because it ensures
that a cross-section of questions are answered in a way that brings substance
to what is often an empty exercise.
Use high- and low-tech approaches to capture the thinking of frontline
executives and communicate it upward.
Numerous techniques can be employed to harvest the ideas of conference
attendees. To determine which tool to use when, the director should ask four
closely related questions:
What kind of input is needed: Opinions? Questions? Brainstorming? Solutions to
a specific problem? Complex judgments?
What characteristics should the communication have: Anonymous or public? Guided
or open-ended? In real time or delayed?
What s the right unit from which to get that kind of input: Individuals? Small
tables? Larger breakout groups?
What are the most effective tools for gathering that kind of input from that
unit: Polling? Discussion templates? Worksheets? Complex exercises?
R1503F_B
Polling technology as simple as a wireless keypad or an app accessed through a
smartphone or web browser allows participants to respond to yes-or-no questions
or to indicate how much they agree with statements such as I am confident that
we will achieve our revenue goals for the next two years. Polling results can
be projected at the front of the room in real time for everyone to see (the
luxury goods company did this). Text messages work well when more-substantive
answers are desired, as when 140 attendees at a leadership conference for an
information management company were asked to name the biggest obstacle to the
company s achieving its growth goals. Among the responses were: We lack focus,
Too many initiatives distract our attention, We lack new products, The
plan to grow is not clear, and Our ability to attract and retain top-notch
talent is questionable. The responses were compiled and a subset was displayed
on a screen at the front of the room for discussion.
Such audience response systems can also facilitate highly complex group
deliberations during breakout sessions. Take, for example, an exercise we call
the poker chip game, first described in Off-Sites That Work (HBR, June
2006), which allows small groups using a game board and some poker chips to
determine how a company should allocate its resources. Thanks to technology
advances, the results of such exercises can be displayed instantly, providing
comprehensive feedback to guide further deliberation.
Kallos conducted this game with its 200 attendees, who were divided among 20
tables. Each table was given 66 poker chips and a game board on which to
allocate the discretionary portion of the annual $3.3 billion operating budget.
The result was eye-opening for top management. Every table significantly
reduced the amount of money budgeted for product development and packaging and
increased the allocation for marketing. In the healthy discussion that ensued,
a consensus emerged that growth was being constrained by an inability to tell
consumers a compelling story.
Many old-school, low-tech tools are still remarkably effective in gathering
input, including 3 x 5 cards on which participants write questions; color-coded
cards, which participants can hold up in response to questions; templates to
guide small-group discussions; and reports from breakout sessions.
R1503F_C
Such tools can make brainstorming, often unwieldy and unfocused when conducted
with hundreds of people, more productive. Using a technique called
self-facilitated dialogue, Kallos had pairs of participants spend 10 minutes
in a conversation, guided by a paper template, about what the company should
start doing, stop doing, and continue doing in the next six months to implement
a strategy for increasing revenue. A member of each pair recorded the results
of the conversation on the template. Another template was used to capture the
suggestions from all five dialogues around the table and to communicate those
results to the entire assembly.
A round robin variation of the breakout can be particularly effective in
eliciting a full range of reactions to a series of issues. Instead of having
200 people sit through podium presentations on each of the five objectives, for
instance, Kallos broke attendees into five groups of 40. Five executive team
members, each responsible for explaining one of the objectives, rotated through
the groups. Participants asked questions and provided input on every objective
(captured on the lowly flip chart), an opportunity that top-down podium
explanations cannot provide.
R1503F_BRODEN_D
Make sure ideas flow across the meeting to lay the groundwork for genuine
collaboration afterward.
The summit may be the only time in the year when many participants see one
another. Yet all too often, connections are left to happen by chance at meals,
in breakout groups, or during coffee breaks and cocktail hours. To connect in a
deliberate and more constructive way, we use an exercise we call Give and Get.
Typically, this exercise is part of a breakout session with anywhere from 30 to
60 people. Two charts, one labeled Give and the other marked Get, hang on
opposite walls. On each chart, each participant is assigned a column with his
or her photo, name, function, business unit, and location at the top.
In the Get column, each participant posts a card that completes this sentence:
If I could get help in one area that would make me and my team more successful
in the coming year, it would be The card is like a classified ad, asking for
a particular type of expertise or assistance. Perhaps someone needs help
developing a product feature, reconfiguring a plant layout, or adjusting a
customer contract to achieve a certain outcome. In the Give column, the
participant posts a card that completes the sentence If I could name one area
in which my team and I have developed expertise that may be useful to others in
the company, it would be
After all the Give and Get cards have been posted, participants are given
Post-it notes and asked to circulate around the room. If a participant sees a
Get that she or someone she knows could address, she leaves a Post-it with a
message about how she might be able to assist. If she sees a Give that could be
helpful to her, she places a Post-it with a message under the card.
Once participants have posted all their offers to assist and requests for help,
they switch rooms with another breakout group and survey the Gives and Gets on
those walls. If each breakout room holds 50 people, each participant will see
100 requests for help and 100 offers. Those 200 Gives and Gets typically
generate hundreds of Post-its, creating a network of connections across
locations, functions, and business units. After the meeting, all the Gives and
Gets are recorded and distributed to the appropriate individuals for follow-up.
These and other exercises, designed to ripple far beyond the walls of the
meeting venue, can be explicitly tied to the objectives of the summit. Kallos,
for instance, used a technique called the Wall of Commitments to further its
goal of getting participants to follow through on their promises.
Here s how it worked: The packet each participant received on arrival contained
worksheets printed on carbonless copy paper. At the end of day one, largely
devoted to top-line growth, participants filled out a worksheet that asked them
to list specific steps they and their teams would take to increase revenue
immediately, in the coming three months, and in the coming 12 months. They
handed in the original and kept the copy.
During the evening, unbeknownst to the attendees, 200 linear feet of eight-foot
foam-board walls were constructed in the auditorium. Participants commitment
sheets were posted on the walls under their names, affiliations, and photos.
After dinner, the nine members of the executive committee went around the room
with a stack of Post-it notes imprinted with their own names and posted
comments on the commitment sheets. The comments ranged from Great idea and
Let me know if I can help with that to This is disappointing and I was
hoping you were more ambitious than this.
The following morning, when the 200 participants walked into the auditorium,
their reaction, as intended, was shock. As they wandered the perimeter of the
room reading the comments about their own and their colleagues commitments,
some were visibly embarrassed. During the next two days, the commitment sheets
that were generated to address the other objectives which were added to the
walls became more thoughtful. Not only did the quality of the promised actions
greatly improve, but attendees learned what colleagues throughout the
organization would be focusing on in the coming months, creating opportunities
for collaboration. In several instances, participants formed teams to work on
initiatives, coordinate their efforts, or establish discussion groups about
commitments that dovetailed.
The element of surprise in this exercise can have a galvanizing effect, and
identifying individuals creates opportunities for networking. But both features
can be adjusted. For example, to spur ambitious commitments from the outset,
participants can be warned that the executive team members will comment on
their posts. To avoid embarrassing participants, the comments can be provided
to them individually rather than posted publicly. Because Kallos was looking to
jump-start a culture change, it dialed up both features.
R1503F_BRODEN_E
After the Summit
Because companies generally don t design leadership conferences around concrete
objectives, they typically pay little attention to what happens afterward.
Morale may have been lifted, but the absence of clear direction usually results
in halfhearted follow-up and few tangible outcomes. If, however, you ve begun
with a purpose in mind, you can do some simple things to make sure it is
achieved.
Create succinct materials for attendees to take home.
The real moment of truth for a summit occurs when leaders return to their
divisions, regions, or functions, and people ask, So, what happened at the
meeting? Those leaders should be able to answer clearly and explain the
implications. But that s hard to do if all they ve brought back is a notepad
full of haphazard observations, doodles, and a few vague slogans, as so often
happens. Far better to supply them with communication aids such as talking
points, pithy presentations, or video links to drive home the objectives of the
meeting and form the basis of discussions with their teams. Meeting
participants are encouraged to add their own content to make the messaging
relevant. In some cases we have conducted sessions before the close of the
meeting in which leaders, working with tablemates, simulate communicating major
points to their teams and get feedback on both content and style.
Ensure that all commitments made at the summit up, down, and across the
organization are kept.
Answers to all questions that were not addressed at the meeting, whether from
executive team leaders or from attendees, should be provided within one to two
weeks. What s more, the executive team should track progress on any initiatives
or commitments undertaken. Thirty days after the Kallos summit, each
participant received an e-mail from an executive committee member listing the
actions that person had committed to in the next 30 days section of his or
her worksheet, followed by a single sentence: Shoot me a quick e-mail letting
me know how these went.
Continue the conversation.
Within 48 hours of the meeting s conclusion, conduct a survey to see if the
goals were fulfilled and to ask participants about what worked, what could be
improved, and what should be jettisoned for next year s summit. Repeating the
pre-meeting survey questions will give you valuable insights into the impact of
the event. For example, the percentage of people saying they fully understood
the company s growth strategy rose from 37% in Kallos s pre-meeting survey to
82% after the summit, and the percentage describing themselves as optimistic
or very optimistic about the company s prospects rose from 49% to 80%. To
encourage collaboration within teams or discussion groups that emerged at the
summit, either by design or by happenstance, enable attendees to continue the
conversation among themselves through an intracorporate social network.
By adjusting how information flows more up, more effectively down, and a lot
more across you can turn a leadership summit into a high point of the annual
management calendar, one that makes a real difference. Leaders will know in
advance that they ll be heard. People across the organization will understand
what the results of the meeting mean for them. Executive committee members will
know that they re going to get valuable input and that the meeting will be well
worth the considerable investment. And enthusiasm will build for each
succeeding summit, as people look forward to a memorable event that s
strategically significant for everyone.
Bob Frisch is the managing partner of the Strategic Offsites Group, a
Boston-based consultancy.
Cary Greene is a partner of the Strategic Offsites Group, a Boston-based
consultancy.
Who thould Do What?.
MEETING OWNER
WHO The CEO or a member of the executive team
WHAT Initiates the meeting and designates a director
Makes final decisions on the meeting's
objectives, structure, and design
Retains ultimate accountability
for achievement of the objectives
EXECUTIVE TEAM
WHAT Provides input on objectives and agenda
Develops content with the heLp of the
content editor
Participates in presentations and panels
Tracks progress on commitments
made at the summit
SUMMIT DIRECTOR
WHO An internal or external strategy, HR, or
marketing executive; reports to the owner
WHAT Works with the owner and the
executive team to confirm objectives
Owns the agenda
Works with the design team to create
all meeting materials and activities
Manages the planning on a daily basis
DESIGN TEAM
WHO Led by the director; includes Nvo or three
other senior executives
WHAT Creates the detailed agenda
Deploys and analyzes all meeting surveys
Confirms meeting design
CONTENT EDITOR
WHO A midlevel strategy or communications
executive or a third-party speechwriter
WHAT Tasked by the owner with overseeing
development of content, ensuring that all
presentations are aligned with the objec-
tives and coordinated with one another
Attends rehearsals and provides feedback
to presenters
COORDINATOR
WHO A midlevel event planning or HR executive
WHAT Coordinates scheduling, travel,
and lodging
Handles venue logistics
Coordinates with speakers and other
outside vendors
EMCEE
WHO Could be the owner, the director,
or someone outside the company
WHAT Introduces sessions and speakers
Creates smooth transitions
between sessions
Summarizes discussions, clarifies
questions from audience members,
and presents instant polling and
social media input during the event
FACILITATORS
WHAT Guide small-group discussions
in breakout or table sessions
_______
Countdown to the Leadership Summit
OBJECTIVES CONTENT MEETING DESIGN AND STRUCTURE SPEAKERS AND PRESENTERS
LOGISTICS
4-6 months:
Begin Appoint summit Identify potential Select venue and
conversations director and outside speakers. finalize dates.
on desired assemble
outcomes. design team.
90 days:
Discuss Determine required Determine topics Secure outside Send
potential materials for pre- and sequencing. speakers. meeting invites.
objectives. meeting readings Finalize travel
and summit arrangements.
presentations.
60 days:
Solicit input Hold pre-meeting Design high-level Determine internal
on potential webcast. Deploy agenda. presenters and
objectives pre-meeting discuss potential
from key survey. objectives.
stakeholders. Select emcee.
30 days:
Establish Compile survey Refine structure on Review internal Walk through
final set of results. Draft the basis of survey presentations. the venue and
objectives. pre-meeting results. Draft detailed confirm details,
readings and agenda, including including agenda
session material. tools to gather input. timing.
1-2 weeks:
Include Distribute reading Conduct final Conduct Secure supplies
objectives in material to walk-through of rehearsals with and make table
pre-meeting attendees. Finalize detailed agenda. presenters and and breakout
reading session content. emcee. Confirm assignments.
material. external speakers. Test audiovisual
equipment.
During:
Regularly Compile input Remind Ensure that Coordinate ad hoc
remind gathered through attendees speakers and needs with venue.
anendees breakouts, of structure presenters
of the keypad polls, etc. and agenda. understand
objectives. their roles.
After:
Deploy post- follow-up on
meeting suNey. commitments.
Distribute summit Establish forums
output and other for continued
communication aids. collaboration.
hbr.org