Kshitij Minglani describes a three-hour leadership meeting where each person owns one domain: HR, tech, revenue, or marketing. The meeting costs more than almost any other payroll expense, so clear role boundaries keep each leader in their genius zone. Overlapping skill sets create conflict and derail agendas.
Chapters
How does your leadership team stay structured and how do you guys meet and keep everyone there on the same page? We meet every.
Event, stay for three hours. And that's a structure that actually we borrowed from Apple, to be very honest with you. One person is in charge of hr. The second person is in charge of tech. The third person is in charge of revenue. Fourth person is in charge of marketing. And we spend three hours talking about everything from hiring, firing, company strategy, some of the next steps, and as silly things as travel plans. And we got three hours. And we try and try, try and say this is the most expensive payroll, payroll in one room. Let's talk about our areas that we are handling in. I think everybody's play field is pretty clear. So my constant quest is no matter what companies I'm part of, the leadership team should have a very different play field. Which means every, everybody should have their own genius zone. And if you find overlapping skill set, that's where contradicts happen. Or that's where if you have two people or three people from let's say tech team being represented at the leadership board, you will always have an overpowering agenda and that's what you want to, that's what you want to avoid.
