NORDHAVEN PERSPECTIVES / 2 NOVEMBER 2026
Begin with the decision
Meetings often accumulate because an organisation needs coordination but has not defined the decisions that require it. A weekly update can drift into problem-solving, approvals and escalation without being designed to do any of them well. Start by asking what must be decided and by whom.
Separate reporting from discussion
Information that can be understood independently should not automatically take up a live conversation. A concise written update can prepare people to discuss exceptions, trade-offs and actions. The meeting then has a purpose beyond reading out information that participants could already see.
Make ownership explicit
For each recurring decision, identify the accountable person, the people whose input is needed and the person who records the outcome. Consultation matters, but it should be clear whether a discussion is collecting advice, reaching agreement or supporting a decision that one person must make.
Use a consistent decision record
Record the decision, the reason, the owner and the next review point. Keep the record short enough to maintain. A useful record reduces repeated discussion and helps people who were not in the room understand what changed. It also makes it easier to revisit a decision when its assumptions no longer hold.
Review the rhythm itself
After a few cycles, ask whether the arrangement produces timely decisions and useful follow-through. Remove meetings that no longer have a distinct purpose. Change the cadence when the work changes. The goal is not a fuller calendar; it is an organisation that knows how to move from information to action.