Executive Leadership Meeting Redesign
Budget: $30 – $250 USD
Camry Jones is the CEO of a large suburban community hospital. She holds a Bachelor of Science in Organizational Leadership and Learning from UoL. Her senior leadership team consists of 17 members—five report directly to her, while the rest report to the Chief Operations Officer. The team convenes every Tuesday for a scheduled two-hour meeting, though it frequently stretches to three.
Camry typically opens with a 20-minute recap of the external meetings she attended the previous week. While informative, these updates often include minute details—such as lengthy retellings of conversations with board members—that leave the rest of the team disengaged.
Following this, Camry turns her attention to the Chief Medical Officer (CMO) and Chief Financial Officer (CFO). These one-on-one conversations regularly consume more than half the meeting time, with detailed debates over financial forecasts, surgical schedules, or departmental turf concerns. The other 14 members of the leadership team usually remain silent during these exchanges, occasionally glancing at phones or laptops.
When time allows, the remaining executives provide quick updates. These reports are often framed as personal accomplishments (“my department secured new funding,” “our unit hit our targets”), with little acknowledgment of how the work contributes to shared goals. Cross-departmental issues are rarely raised, and discussions seldom generate collective problem-solving.
Camry herself frequently checks her email during these updates, occasionally interjecting with clarifying questionns but rarely offering feedback that ties the updates together. The meeting usually ends without a clear set of priorities or follow-up actions, and several leaders report informally that “the real decisions happen in Camry’s office afterward.”
Recently, Camry hired an executive coach, Luann Crosby, who observed one of these meetings. Afterward, Luann expressed concern that the current format might not be maximizing the talent around the table. Camry defended her approach, saying that while meetings occasionally run long, “no one has complained.” Some members of the team later admitted privately that they see the Tuesday meeting as “a ritual to endure” rather than “a venue to lead.”
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Instructions:
In this assignment, you should assume the role of Luann, the executive coach. Write a one-page coaching response to Camry that includes:
1. A detailed diagnosis of what is not working in the current meeting format. Use specific observations and explain how they impact team performance, communication, and morale.
2.Actionable recommendations to improve the meeting's structure, engagement, and effectiveness. Consider time management, participation, communication dynamics, and leadership behaviors.
3.A coaching strategy to help Camrybuy into your recommendations and effectively bring her team along with the changes. Address how you would approach Cynthia and how she might approach her team to ensure shared ownership and buy-in.
Formatting Guidelines
Maximum: 2 page, single-spaced Calibri font
Use professional tone and clear, concise language
Include headings for Diagnosis, Recommendations, and Coaching Strategy
Camry typically opens with a 20-minute recap of the external meetings she attended the previous week. While informative, these updates often include minute details—such as lengthy retellings of conversations with board members—that leave the rest of the team disengaged.
Following this, Camry turns her attention to the Chief Medical Officer (CMO) and Chief Financial Officer (CFO). These one-on-one conversations regularly consume more than half the meeting time, with detailed debates over financial forecasts, surgical schedules, or departmental turf concerns. The other 14 members of the leadership team usually remain silent during these exchanges, occasionally glancing at phones or laptops.
When time allows, the remaining executives provide quick updates. These reports are often framed as personal accomplishments (“my department secured new funding,” “our unit hit our targets”), with little acknowledgment of how the work contributes to shared goals. Cross-departmental issues are rarely raised, and discussions seldom generate collective problem-solving.
Camry herself frequently checks her email during these updates, occasionally interjecting with clarifying questionns but rarely offering feedback that ties the updates together. The meeting usually ends without a clear set of priorities or follow-up actions, and several leaders report informally that “the real decisions happen in Camry’s office afterward.”
Recently, Camry hired an executive coach, Luann Crosby, who observed one of these meetings. Afterward, Luann expressed concern that the current format might not be maximizing the talent around the table. Camry defended her approach, saying that while meetings occasionally run long, “no one has complained.” Some members of the team later admitted privately that they see the Tuesday meeting as “a ritual to endure” rather than “a venue to lead.”
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Instructions:
In this assignment, you should assume the role of Luann, the executive coach. Write a one-page coaching response to Camry that includes:
1. A detailed diagnosis of what is not working in the current meeting format. Use specific observations and explain how they impact team performance, communication, and morale.
2.Actionable recommendations to improve the meeting's structure, engagement, and effectiveness. Consider time management, participation, communication dynamics, and leadership behaviors.
3.A coaching strategy to help Camrybuy into your recommendations and effectively bring her team along with the changes. Address how you would approach Cynthia and how she might approach her team to ensure shared ownership and buy-in.
Formatting Guidelines
Maximum: 2 page, single-spaced Calibri font
Use professional tone and clear, concise language
Include headings for Diagnosis, Recommendations, and Coaching Strategy