Your Role as Facilitator
You're not here to evaluate or approve entries. You're here to keep the conversation moving, draw out insights, and help the team learn from each other's discoveries.
Your three jobs:
- Create space for honest sharing
- Help connect insights across different areas
- Keep the meeting focused and on time
Meeting Structure (60 Minutes)
Set context and remind everyone what we're doing here
"Good morning. Let's spend the next hour learning from each other's week and coordinating our work. Remember: we're not reporting activities, we're sharing what moved forward, what we learned, and what coordination we need. Who wants to start?"
Each person shares their four elements: Victory, Signals, Courageous Action, and Coordination Needs. Your job: listen, clarify, connect.
After each person shares, ask 1-2 of these questions:
- • "What surprised you about that result?"
- • "How might that principle apply to other properties?"
- • "What would it look like if we 10x'd that input signal?"
- • "What's the underlying system we're building here?"
- • "Who else should know about this discovery?"
Look for patterns, schedule meetings, and set next week's focus
"I heard three themes today: [name them]. Let's handle the coordination needs: [review who needs to meet with whom and schedule on the spot]. Next week, let's pay attention to [specific focus]. Any commitments for next Monday?"
Pre-Meeting Checklist
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Send reminder Friday afternoon: "Prepare your entry this weekend - takes 10 minutes"
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Review last week's entries to spot patterns or themes
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Prepare your own entry (you go first or last to set the tone)
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Check who might be struggling with their metrics—plan to ask encouraging questions
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Identify 2-3 possible connections between different team members' work
Handling Common Situations
Scenario 1: Someone Only Reports Activities
"I sent 50 emails, had 12 meetings, and updated the database."
Your response: "Those are activities. What outcome did those activities create? What moved forward?"
Scenario 2: Someone's Numbers Dropped
"Guest satisfaction fell to 8.1 this week. It was a tough week."
Your response: "Thanks for the honesty. What do you think caused the drop? What's one thing you'll test differently next week?"
Scenario 3: Someone Didn't Prepare
"Sorry, I didn't have time to write anything this week."
Your response: "No problem. Take two minutes right now: What's one thing that worked this week, and what's one number you're tracking?"
Scenario 4: Someone Goes Off on a Tangent
"So then I talked to this contractor, and he suggested we could also renovate the..."
Your response: "Hold that thought—sounds like a conversation for after the meeting. For now, what was your courageous action this week?"
Scenario 5: Dead Silence After Someone Shares
[Awkward silence]
Your response: "I'm curious about [specific detail they mentioned]. How did you figure that out?" or "Who else is working on something similar?"
Scenario 6: Someone Shares a Genuine Struggle
"I'm honestly not sure what I'm doing. Nothing seems to be working."
Your response: "Thanks for sharing that honestly. What's one small thing you could test this week? Who here might have faced something similar?"
Scenario 7: Someone Has Multiple Coordination Needs
"I need to meet with Doug, Quinten, Colette, and the whole team about three different things..."
Your response: "Let's prioritize. Which one is blocking your work right now? Let's schedule that first, and we can handle the others in the final 15 minutes."
Questions to Ask During Shares
For Empathy (Victory)
- "What's the principle underneath that tactic?"
- "Could that work at other properties?"
- "What would break if we tried to scale that?"
- "Who else should learn from this?"
For Grace (Signals)
- "What's the relationship between your input and output?"
- "If you doubled the input signal, what would happen to the output?"
- "Is that the right metric to track?"
- "What else might be influencing that number?"
For Courage (Action)
- "What made that choice difficult?"
- "What did you learn about yourself?"
- "How does that choice affect the rest of us?"
- "What support do you need to follow through?"
For Coordination Needs
- "Can we schedule that meeting right now?"
- "Who else needs to be in that conversation?"
- "Is that timeline realistic given our other commitments?"
- "What happens if we don't hit that deadline?"
- "Does anyone else have a similar coordination need we can batch?"
What Good Looks Like Over Time
Weeks 1-4: Awkward but Building
People are still figuring out what to share. Entries might be too long or too vague. Some people won't prepare. This is normal. Your job is to keep showing up consistently.
What to do: Thank people for sharing, even if it's rough. Ask clarifying questions. Model good entries yourself.
Weeks 5-8: Finding the Rhythm
People start seeing patterns in their work. Entries get more focused. Real insights start emerging. The team begins building on each other's ideas.
What to do: Point out connections between different people's discoveries. Start asking "How does that principle apply elsewhere?"
Weeks 9+: Mastery Building
The team knows what to look for in their work. Monday meetings become the most valuable hour of the week. Decisions get better because everyone's learning from the whole system.
What to do: Get out of the way. Let the team drive the conversation. Capture the big themes and turn them into systems.
What This Practice Creates
After 6 Months
- Team members make better decisions independently because they understand the principles behind tactics
- Insights from one property automatically inform decisions at other properties
- Everyone knows what metrics actually matter and why
- New team members ramp up faster because the knowledge is documented
- The company has a clear operational playbook built from real experience
Red Flags to Watch For
People stop preparing: The practice only works if everyone does the 10-minute prep. If preparation drops off, the meetings become status reports instead of learning sessions.
Conversations stay surface-level: If people only share wins without digging into what made them work, you're missing the learning opportunity. Ask better questions.
No one mentions failures: If every entry is positive, people aren't being honest. Share your own struggles to create permission for honesty.
Same person dominates every week: Everyone should share equally. If someone consistently takes up more time, gently redirect: "Let's make sure everyone gets their full time."
Meetings run long: If you consistently go over 60 minutes, you're letting tangents derail the structure. Be more disciplined about time boxing.
Your Weekly Preparation
Friday afternoon (10 minutes):
- Review last week's entries for patterns
- Send reminder to team about weekend prep
- Note any themes you want to highlight on Monday
Sunday evening (15 minutes):
- Prepare your own entry using the three pillars
- Think through 2-3 questions you might ask each person
- Identify possible connections between different people's work
Monday morning (5 minutes before meeting):
- Review who's sharing today
- Remind yourself: you're facilitating, not evaluating
- Take a breath and trust the process
Remember
This practice works because it's consistent, not because it's perfect. Show up every Monday. Ask good questions. Trust that insights will emerge.