Governance & Cadence Setup
Give meetings a clear purpose.
Connect decisions and action.
A focused, two-part engagement to improve how your key meetings and approval routes work together.
We help you clarify what belongs where, what preparation is needed and how decisions and actions move between the people involved.
You leave with practical meeting arrangements, clear responsibilities and a plan to put them into use.
Best for
Leadership, operational or programme teams where issues circulate between meetings, approvals are repeated, actions lose their owners or preparation arrives too late for useful discussion.
Duration
Two 90-minute working sessions, usually one to two weeks apart, with preparation, drafting and written outputs included.
A single three-hour session can be arranged where the scope and existing arrangements are sufficiently clear.
Participants
A small working group, typically four to eight people, including the sponsor, relevant meeting chairs and those responsible for preparing information and tracking actions.
Delivery
In person or online. Hybrid delivery can be agreed around the participants and setting.
What you’ll get
Clear purposes and responsibilities
Define what each meeting needs to achieve, who should participate and which decisions it is authorised to make.
Practical preparation and timing
Set meeting frequencies, preparation deadlines and agenda structures around the work that needs to happen.
Better connections between meetings
Agree how information, decisions and unresolved issues move between forums, with clear routes for approval and escalation.
A usable setup and implementation plan
Concise meeting briefs, a shared schedule and simple records, with owners and a review point for testing the arrangements in practice.
Ready to Connect?
Our approach
Meetings and approval routes reflect how an organisation handles responsibility, uncertainty and trust. Established routines may provide useful oversight while also keeping decisions circulating.
We explore what people rely on those arrangements to provide, so clearer purposes and connections are supported by expectations people understand and can work with.
We explore what people rely on a meeting to provide before changing it.
A regular meeting may give colleagues access to a leader, reassurance that concerns have been heard or a chance to resolve competing demands. Removing it without understanding those functions can lead to replacement meetings or more private checking.
We help distinguish what remains useful from what creates repetition, so the revised arrangements preserve necessary support and oversight.
How it works
1. Prepare the picture
A short scoping call confirms the meetings in scope, the difficulties to address and who needs to be involved. You share the relevant meeting documents and an example of a decision or action that became delayed, duplicated or lost between forums.
We review the material before the first session.
2. Clarify what belongs where
In session one, we examine each meeting’s purpose, responsibilities and connections. We identify unnecessary repetition, unclear authority and gaps in preparation or follow-through.
We agree the proposed changes and any questions requiring approval or further checking. Between sessions, we draft the meeting briefs, schedule and supporting templates.
3. Test and refine the arrangements
In session two, we walk a real example through the proposed setup. We check where it should go, what information is needed, who can decide and how the outcome reaches those responsible for action.
We refine the arrangements and confirm what can be implemented, what still needs approval and who will take it forward.
4. Hand over and put into use
Within two working days of the final session, we provide the working pack for sponsor confirmation.
We agree who will introduce the changes, maintain the records and review the first meeting cycle. Outstanding approvals and issues are clearly recorded.
What’s included
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A scoping call with the sponsor.
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A focused review of agreed documents for up to three connected meetings or forums.
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Two 90-minute facilitated working sessions.
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Drafting between sessions to turn the discussion into practical arrangements.
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Short meeting briefs covering purpose, membership, chairing, authority, required preparation and expected outputs.
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A shared schedule showing meeting frequency, preparation deadlines and key connections.
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Reusable agenda templates and a simple decision and action log.
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A concise record of approval and escalation routes within the agreed scope.
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An implementation plan and short summary explaining the changes.
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Written outputs issued within two working days of the final session for sponsor confirmation.
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The scope covers a focused set of meetings within one agreed area of work.
Wider governance redesign, changes to role responsibilities or additional forums are scoped separately.
Your Effort
A sponsor who can secure agreement
The sponsor helps resolve questions about purpose and authority, and secures any approvals needed before the changes are introduced.
Relevant information in advance
You provide the meeting list, existing terms of reference, sample agendas or papers and a recent example of where the arrangements have caused difficulty.
Participation from chairs and coordinators
The people who lead the meetings and prepare or track the work attend the relevant sessions. Between sessions, they check draft arrangements and clarify outstanding questions.
Ownership of implementation
Your team introduces the agreed changes, maintains the schedule and records, and reviews what happens during the first meeting cycle.
Optional follow-up
Review after the first meeting cycle
A 45-minute session to examine what is working, where difficulties remain and which adjustments would help. Timing follows the agreed meeting schedule.
Support in the first meeting
Facilitation of one meeting of up to 90 minutes, followed by a 15-minute chair debrief, to help put the new arrangements into practice.
These additions are scoped and priced separately.
Explore more Quick Moves
When an unresolved decision is holding up progress and you need the right people to work through it.
When your team needs to turn broad ambitions into shared priorities and practical next steps.
When you need space to think through a difficult situation and choose your next step.