Cameron Herold runs three meetings: a weekly war meeting for action review with five-minute updates, a monthly storm meeting for strategy six to twelve months out, and a finance meeting for budget and cash flow. His company doubled revenue annually for six years using this framework.
Chapters
We had three leadership meetings. We had our war meeting, which was our weekly action review. That was every week. We met to talk about what we were working on and reviewed the dashboards and we did our five minute updates. It was like an L10 meeting. We call it our war meeting. So weekly action review number two is every month. The leadership team had our storm meeting, which was our strategy and review. It was for us to talk about stuff at least six months to 12 months out on the calendar. Six months out for us was strategic because we were doubling our revenue every year. We doubled six years in a row. Thinking six months out was like pretty big growth. And then the third meeting that we had was our finance meeting and that's when we reviewed the budget, the cash flow, we reviewed the general. Now at all those meetings, the whole leadership team was there. But we didn't call it a leadership team meeting. We called it finance meeting, our war meeting, our storm meeting.