Leaders need to be thoughtful and deliberate about how they end meetings to ensure the team walks away with clear decisions and shared commitment to implementing the next steps.
Here are four strategies that can help leaders avoid these detrimental outcomes, and instead foster a sense of clarity and purpose.
- Cue the close. To prepare for an effective close, leaders should “cue” the group to start narrowing the options, ideas, or solutions on the table.
- Call for the decision. Once the group has narrowed the options, it is time to make a decision about the issue at hand. Ideally, leaders will have stated their preferred decision process at the opening of the meeting.
- Outline next steps and open questions. Once the decision has been made, the group needs to agree on who will drive the process forward. Unless the session is entirely dedicated to action planning, leaders can take just five to ten minutes to outline the first few steps and identify the time frame for a follow-up.
- Reflect on the process. Leaders should take the last five minutes, as the meeting winds down, to guide the group in assessing what worked and what didn’t.
Toshiba’s Cyber Security Report 2021 provides a practical example of how to communicate transparent and accessible information about cybersecurity initiatives to staff, customers, shareholders and suppliers.
It is a useful template for allaying security concerns and gives examples of best-practice strategy, governance and implementation.
The geopolitics of technology and data is a top risk affecting companies across all sectors and geographies. While CEOs recognise the impact technology and digital innovation have on their companies, they discount the impact of geopolitics.
CEOs should incorporate four key geopolitical risks into their technology strategy and risk management approaches:
- Industrial policy risks
- Changing technology regulations
- Increasing geostrategic competition
Encourage risk management teams to take three actions to improve resilience to these geopolitical risks:
- Analyse technology-specific geopolitical risks as part of their risk registry.
- Assess the resilience of the company’s technology systems to geopolitical risks.
- Engage the C-suite and the board of directors in understanding and managing these risks.