Step 1
Organization Context
The proposed rhythm is generated from this context. Be specific — a 6-person startup needs a different cadence than a 40-person established nonprofit.
Yes — active board
Advisory board only
Board forming
No board
Step 2
Current State of Meetings
What exists now? The proposed rhythm builds from the current state — not against it.
Check all that are happening regularly.
All-staff meetings
Leadership team meetings
1:1s between ED/CEO and direct reports
Board meetings
Department or team meetings
Project-specific meetings
No consistent meetings — ad hoc only
Step 3
What This Organization Needs to Solve
The rhythm is a design response. Select the coordination problems this organization actually has.
Decisions are made but not followed through
The ED/CEO is the bottleneck for too many decisions
Teams don't know what leadership is working on
Strategic priorities lose momentum between big meetings
Issues surface too late — by the time they're visible they're crises
The board is not well-informed or well-prepared for meetings
Cross-functional coordination is weak — things fall between teams
Staff don't feel connected to the organization's direction
Performance and accountability conversations aren't happening
Meetings exist but produce no clear outputs or next steps
Step 4
Engagement Context
How this rhythm will be introduced shapes what's realistic to propose.
Be honest. This shapes which meetings will actually hold.
Complete the four steps and build
the organizational rhythm document.
the organizational rhythm document.
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