No “talking shops” here!

Prepare in advance. Ask the right questions. Keeping going until you get answers – don’t deviate because “we’re tired”. Write down answers in a draft strategy. Refine three weeks later. .

*We know that without a clear strategy, leadership is not as effective as it could be and people don’t know how best to prioritise their efforts.

*The trouble is that decision-makers become frustrated in strategy meetings because many of the questions they must answer seem nebulous and unanswerable.

*When faced with so many imponderables and many answers depending on other things happening, people are afraid to commit themselves.

*Another cause of frustration is the strong differences of opinions amongst senior decision-makers.

An independent and experienced facilitator can help by:

• Getting people to do the preparation at least two weeks before the event
• Helping the strategy team to formulate those questions that must be answered
• Prepare all the paperwork and agenda
• “Cajoling” colleagues to give some answers to those difficult questions
• Picking up on apparently insignificant statements or comments which can lead to whole new perspectives
• Advising on new ways forward and potential difficulties in any course of action *
• “Keeping the peace!”
• Recording and writing-up the results of the Strategy Meeting.