problem solving meeting script

Problem Solving Meeting Agenda: 4 Effective Steps to Conduct a Problem Solving Session

By Ted Skinner

4 Steps to Solve Problems at Your Weekly Meetings

  • Strategy Execution

Effective Meetings

4 Steps for a Problem Solving Meeting Agenda

One of the easiest changes to your meeting is to attempt to solve at least one problem per week. Not just any problem, you should pick the most important problem facing your team each and every week. Think of all of the additional productivity you, your team, and your company could gain if you were able to put the team together and solve at least one problem per week. That’s an additional 52 problems you could solve each and every year, clearly putting you on the path to out-execute your competition and gain a competitive advantage in the marketplace.

At Rhythm Systems, our business KPI and OKR dashboards allow you to quickly and easily find the most important problems each week to solve. Since all of our key performance indicators (KPIs) and projects (Quarterly Priorities) have clear Red, Yellow, Green success criteria and are updated weekly by the owner, the team has a clear visual indicator of the business problems they are facing. Our clients can easily determine where there are problems, find the most important ones (as all KPIs and priorities/OKRs are ranked in order of importance), and brainstorm together on how to get back on track during their weekly adjustment meetings. 

As you can see in our KPI dashboard below, we have a clear issue with our sales pipeline - a leading indicator for revenue. As this is a leading indicator, it helps the team predict revenue in the future; it gives us the added bonus of fixing the revenue problem BEFORE it shows up in the bottom line. To take your KPIs to the next level, follow these  five tips to make sure your team is tracking the right KPIs - both leading and results indicators - successfully.  It is extremely important to define the problem properly, so that you can get to the root cause of the issue.

problem solving meeting

Now that you have identified the problem to focus on, you can work deeply on the problem until you are able to devise and execute a complete game plan to solve it. If you follow our problem-solving meeting template below, you'll have the proper meeting agenda to help you break through any challenges you face. Use this as a primary agenda, but remember to allow team members to add an agenda item.

4-Step Process for a Problem Solving Meeting Agenda with This Problem-Solving Session Template (or Agenda).

Step One: List and brainstorm every potential cause for the problem or challenge.

  • We want to make sure that we solve any structural issues first. These might be open sales positions, known bugs in the software, issues with a supplier - internal or external, known production issues, and those types of challenges. Do we have a standard and complete understanding of the problem? Is the meeting goal clear to everyone? This root cause analysis is an essential part of the process. If you don't find the root of the problem, it will feel like groundhog day as you'll solve the symptoms repeatedly.

Step Two: Brainstorm possible resources to help.

  • During this step, think of the people and resources that might help you solve the problem. Are the resources in the room? Are they in the company? What are the budget constraints for a solution? In the sales pipeline example, the sales and marketing leader would likely need to be involved in solving the issue. This is critical to group problem solving: knowing where to get the necessary resources. You'll need to think of resources that might be outside the room. There needs to be a shared understanding of the root cause of the issue and all possible solutions to solve the problem.

Step Three: List and brainstorm every potential solution or approach.

  • Think of as many ideas as you can. You might list an email blast to all of your prospects, a sales promotion to help with a sales pipeline issue, contracting an outside expert for search engine optimization, investing in more outbound sales representatives to schedule more meetings, and any other potential approach that is likely to solve the problem. This is where the team comes to a final decision on the recommended course of action or potentially two teams trying two different approaches.

Step Four: Recommendation for action.

  • Discuss, Debate, and Agree on the course of action and execute against that plan. Discuss the plans entirely with the person who suggested them, taking the lead to explain their approach to the solution. Allow the team to debate the positive and negative merits of the proposal and repeat the process until all ideas have been presented. The team should be able to reach a consensus on the best course of action. Now the team can agree on the most likely solution (or two - if they are different resources) and create a game plan to execute against. Make sure that everybody on the team can answer the question "what is my role in the solution?"  This action planning process ensures that you have an execution plan to solve the problem.

Move forward with your action plan and keep a constant and deliberate eye on your metrics and KPIs. If that isn't doing enough to move the needle to correct the problem, run through the process again, and determine additional steps to take to alleviate the issue. Keep working until you solve the problem. You can read more about different applications for the process  here  and download our free and handy Breakthrough to Green tool  here .   

However, many of you reading this post don't have a business dashboard solution already, so what can you do?  

  • Ask for any issues from the team when setting the agenda for your weekly meeting.
  • If you are a manager, bring one of your problems to your team to have them help solve it with you. Making yourself human and vulnerable will encourage them to do the same with any issues they face.
  • Work on solving problems, rather than placing blame, when discussing issues. Creating a safe environment for healthy discussions about things that are off track is crucial in solving problems in your business.
  • Monitor your KPIs weekly and make sure significant projects get frequent (and honest) updates. If you wait too long between updates, you lose the ability to make the necessary adjustments if issues arise.
  • Create a shared spreadsheet to start tracking your most important metrics and projects as a place to start. However, you might find that you'll  outgrow your spreadsheet  quickly; it is a place to get started and organize your thoughts.  
  • You're likely to have conflicting opinions, so ensure you set the proper ground rules for conduct and respect.
  • Creative problem-solving isn't an event; it is a state of mind. You might not get it 100% right the first time, but with this problem-solving framework, you'll have the correct process to get to the desired solution.

Good luck taking your weekly staff meetings back and making them more productive! Download the free Breakthrough to Green tool to help you properly frame your problem and create an action plan to solve it. Thousands of teams have used this problem-solving process and can help yours too!

Breakthrough to Green Tool - get your Yellow and Red Success Criteria back to Green

Additional Rhythm Systems Weekly Staff Meeting Resources:

How To Have Effective Weekly Staff Meetings (With Sample Agenda Template)

4 Easy Steps to Fix Your Weekly Staff Meetings [Video]

Download our weekly meeting agenda

Supercharge Your Meetings with This Effective Weekly Meeting Agenda

8 Ways to Make Weekly Meetings Strategic vs. Tactical (Video)

Weekly Adjustment Meetings vs. Weekly Status Meetings (Infographic)

Consider using   Rhythm Software to run your weekly meeting , where the status and agenda are automatically created weekly to keep you on track!

Photo Credit:   iStock  by Getty Images 

request meeting with Rhythm Systems

Ted Skinner

Photo Credit: iStock by Getty Images

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5 ways to solve problems faster during annual planning, what the rhythm software solves [video], how to fix a meeting in 4 easy steps [agenda and video].

The Lucid Meetings Blog

How to Run an Urgent Problem Solving Meeting

Everything exploded. you’ve got a mess. now what.

In one of the first posts on this blog, our friend and former partner wrote about adapting his emergency response training as a SCUBA instructor to the business setting. Chris translated the steps for triaging a physical emergency into a basic meeting agenda. It looked very much like the “Red Light” process John used when he worked a computer manufacturing firm, and like the “All Hands on Deck!” meeting I remembered from my time in client services. Since then, I’ve seen many formats for problem-solving meetings, and the basic pattern holds.

Here at Lucid, we’ ran into a thorny problem we need to solve quickly, and that none of us could fix on our own. To find a solution, we used our “Problem Buster” meeting process that we adopted way back when Chris wrote that first SCUBA-inspired post. Happily, our challenge also presents an opportunity to share this process and (a new meeting template!) with you.

The Lucid team lifts a big ugly blocking problem out of the way together

When to Use this Process

This meeting format is best for urgent problems that require a speedy tactical response. When you leave the meeting, someone will immediately go out and do something to start solving the problem.

What counts as urgent? “Urgency” is obviously subjective, but we can provide some guidance about the kind of problems that should be addressed by other means.

An urgent problem is NOT:

  • An Emergency Emergencies should not wait for a meeting. In our business, when we have an emergency that requires collaboration to resolve, we all log in to a live chat window and keep voice communication open. In our case, we use either Slack, Skype, or Lucid’s “Meet Now” and swarm on the problem until the crisis passes.
  • Chronic or Institutional The big thorny problems that get baked into how an organization works, that arise out of personality conflicts, strategic blunders, or operational ineffectiveness, require deeper thought and more time to address than this format allows. Leaders should plan Issue Identification and Resolution sessions, with several rounds of brainstorming, analysis, and prioritization, to tackle these big soupy messes.
  • Procedural Some problems become clear as we work on a project. We make mistakes that could be prevented in the future, and we find problems with existing tools and processes that inhibit progress. These kinds of problems are best addressed using continuous learning methods such as retrospectives , postmortems, and after-action planning meetings.

Our example

Our urgent problem had to do with an upcoming software release. We’d been working to build in support for recurring meetings in Lucid, and thought we were days away from shipping the release. We were so pleased with the progress and confident in the result that we promised the feature to several clients, and to a prospect scheduled to visit us for a preview later in the week.

But then, calamity! One of our test scenarios completely broke down in Outlook. When we fixed the software to work for Outlook, the Apple Calendar failed. Every fix that made the feature work in one calendar broke the feature for another one. A week of whack-a-mole later and we’re at an impasse. No one knew how to solve this edge-case issue, and we needed to ship the update.

It was time to come up with some new solutions quickly. Urgently.

And it worked! We released support for recurring meetings one week later, using the strategies we identified in this meeting.


Because the situation is urgent, but not an emergency, you have a little time to prepare. We will schedule this meeting with at least an hour to prepare, and up to one day. (Urgency is relative.)

The meeting begins with a situation assessment, in which the team gets a shared understanding of the problem. Then, you’ll discuss the solution goals and constraints; what you want to see happen and what you have to work with to make it happen.

Use the preparation time to write up the facts. Usually one or two people will take responsibility for this basic situation description, which they should write up and add to the agenda before the meeting.

You want succinct answers to questions like:

  • What was the original problem?
  • What have we tried?
  • What have we learned?
  • What exactly is the problem we need to solve now?
  • What does an immediate solution need to achieve?
  • What hard constraints do we have to work within (time, resources, commitments, etc.)?

Important: do not use this meeting to discuss who or what is to blame .

There is a time and a place for root cause analysis. There are occasions when a problem really is someone’s “fault” and they need to be held accountable.

But that’s not what this meeting is about. This meeting is about finding solutions . Describe the problem briefly, factually, and as it exists right now so you can focus the group’s attention and energy on finding the best solution they can, right now. Too much attention on how and why the problem arose takes up valuable time and shifts the group’s energy to fault-finding and away from creating solutions.

Who to Invite

Be aggressive about keeping the group small . Invite only the people needed to understand and solve the problem. In an urgent situation, speed counts, and extra people will require more time to understand the problem and the constraints. You don’t want to spend any time getting someone up to speed who isn’t directly involved.

  • Situation Report
  • Solution Constraints
  • Brainstorm Solutions
  • Define Action Plan
  • Confirm Next Steps

The agenda is simple. There are no complicated exercises or fancy meeting techniques here – just enough structure to help the group bust through the problem effectively. Here’s the step-by-step.

1. Situation Report

Ideally, everyone will read the data about the problem before the meeting. Use this first agenda item to ask and answer questions, and make sure everyone fully understands the situation. Ask everyone to wait to share ideas about solutions for the moment; focus solely on understanding the problem.

2. Solution Goals & Constraints

Next, talk about the solution goals and any constraints on what you can try.

For example, our goal solution included a software release within the week. Our constraints were the impending customer visit and limited staff availability.

3. Brainstorm Solutions

Most likely, people arrived at the meeting with some possible solutions in mind. We still start this agenda item with a few minutes of silent individual brainstorming, which gives everyone a chance to assimilate all they’ve learned into their thinking. Each person writes their ideas separately.

After a few minutes, we all paste our ideas into notes at once, then take a moment to look through all the contributions. In Lucid, we do this by individually typing notes in Lucid, then all hitting “Save” at the same time. You could achieve the same thing using Slack or a Google Doc . If you meet in person, use sticky notes and post them all up on the board at once.

Then, discuss what you see. Ask questions, combine ideas, and prioritize the best ones. If you feel compelled, you can use dot voting or some other way to pick a solution. We often find that we reach consensus without any particular process, and when we don’t, the problem owner makes the final decision.

4. Define the Action Plan

Urgent problems require a tactical response. Once you’ve settled on an approach, get specific. Who will do what, and by when?

5. Confirm Next Steps

Finally, review everything. Does your plan address the immediate problem? Do you know exactly what will happen next? Is everyone clear and committed to what they need to do?

Then, set a time to meet again and check progress. Your plan should include actions that will either solve the problem, or fail to do so. Schedule the follow up meeting for as soon as you can reasonably expect to know whether the plan is working or not.

After the Meeting

Send out the meeting notes and schedule the follow-up meeting. Then get to work on putting your solution in action!

Try the Template

You can find the agenda and guide for this meeting template on our website , and Lucid customers can add the template for use in their online meetings .

Just want the instructions?


If you use this process or one like it, let us know: what did you learn? What worked? How can the process be improved? We use this process ourselves, and any ideas you can share to make it more effective are very welcome. After all, when we’re up against an urgent problem, we love to use anything that helps us solve it faster and better.

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Tips for Running Effective Problem-Solving Meetings

Brenda R. Smyth, Content Creator at SkillPath

Mar 26, 2019

problem solving meeting script

Unproductive workplace meetings are frustrating. And most of us would like all meetings to move along quickly, follow the agenda and solve the problems we were gathered to solve. 

But workplace meetings have varied purposes. Some sail along smoothly because the purpose and agenda are simple. Filled with sharing, recapping and planning, they’re practically a Hallmark moment. Who could argue with a rundown of someone’s latest sales triumph or profit margins?

Problem-solving meetings are some of the most challenging to lead.

"How do we fix this problem?" That's the purpose of a problem-solving meeting. And that gets complicated. So don’t beat yourself up if you’ve found your group mired — talking in circles, disagreeing on even a basic problem and making little progress — only to reconvene a week later to repeat the same discussion.

For problem-solving meetings to work, they must encourage effective discussion and lead to well-considered decisions. Sounds easy enough. But consider that often a group is grathered after there's a problem, so strategizing under pressure can be stressful. There can be time pressure, conflict and defensiveness as discussion moves forward. Without strong meeting leadership, viewpoints can be stifled or discussions can easily turn into monologues or debates. And decisions can become personal rather than objective.

The trouble often starts at the outset when the group first tries to agree on the problem. As the meeting leader, you give a concise outline of the situation. “We’re here to discuss how we’re going to counter our competitor’s latest online price cut.” Just one minute in, and those individuals who are closest to the situation may pile their version of the problems onto this purposely well-honed sentence. “I don’t know if you saw what they did yesterday. But, now they’re not just offering 20 percent off, but they’re also giving customers a free trial membership. I think we need to get out ahead of this and offer our own 25 percent discount before half our customers leave.” Yep. Buckle in for the long haul. Problems are not static. And they can look different from various perspectives.

Problem-solving meetings can take stronger facilitation. Preparing for and running an effective problem-solving meeting would include first creating and distributing an agenda and any supporting information. This enables the team to come prepared (and let those invited know that you expect this preparation). 

Let's take a look at example agenda for a problem-solving meeting:

  • Clearly define the problem or objective. The meeting leader can get this started by preparing his or her version of the problem and then asking for input. (That’s right. There’s nothing wrong with input.) This is a time to ask and answer questions with the goal of everyone understanding and agreeing on the problem. It is, however, important that the facilitator ask everyone to wait to share ideas about solutions until you get to that portion of the meeting.
  • Identify and prioritize requirements and constraints of potential solutions. Consider any parameters your ideal solution must meet. Which aspects are most important? Examples of constraints: Time, staffing or budget. Also, consider if the people who control these things are in the room. Should they be?
  • Consider possible solutions. Give meeting participants a few minutes to consider solutions or add to thoughts they brought with them to the meeting. (These may need to be altered if earlier discussion has redefined the problem.) If you’re meeting in person, have everyone jot down ideas. If participants are not all in the same room, try an online brainstorming tool or whiteboard. Save discussion until after all ideas have been collected.
  • Discuss all possibilities, ask questions, combine ideas and closely evaluate the top solutions. Let the person who suggested the idea take the lead in explaining their solution. What are the positive and negative merits? At this stage, try to encourage discussion participation by everyone present—check out these approaches to help avoid groupthink.
  • Agree on a solution or allow the problem owner to have the final say. This is where the priorities and constraints you discussed earlier can help. If several options seem equally viable, consider which is the most realistic, most likely to solve the problem long term, or least risky. When solutions become more technical, defer to the participants with greatest expertise or responsibility.

Here are a few additional tips to help you run more effective problem-solving meetings:

  • Keep the group small if possible and invite only stakeholders. This includes people involved in events leading up to the problem with unique insights into possible solutions, suggests , as well as those who will be affected by the solution.
  • Help ensure participation by everyone in attendance. Encourage this by explaining the ground rules up front and letting the group know why various individuals have been included (their expertise).
  • Chart progress by assigning someone to take notes that can be revisited if a second meeting is needed. This can help you avoid covering the same ground more than once.

Problem-solving meetings are often necessary in the workplace. But they don’t have to be painful. To reach a satisfying solution without becoming stuck in never-ending disagreement and discussion, take the lead.  

Brenda Smy t h  is a content creator at SkillPath. Drawing from 20-plus years of business and management experience, her writings have appeared on and

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How To Run A Problem Solving Meeting

Jannik Lindner

  • Last Updated: December 29, 2023

To run a problem-solving meeting effectively, it’s crucial to clearly define the problem, invite relevant and knowledgeable participants, foster an environment encouraging open discussion, use structured methodologies to analyze the problem and create actionable solutions, and ensure adequate follow-ups for execution.

See Our Problem Solving Meeting Template here

A problem-solving meeting is a gathering where a group of individuals comes together to discuss and address a specific problem or challenge that has been identified. The main objective of such a meeting is to collectively find a solution or develop strategies to overcome the problem at hand. This type of meeting usually involves brainstorming, analyzing data and information, evaluating options, and making decisions in order to reach the desired outcome for the organization or project.

How To Run A Problem Solving Meeting: Step-By-Step

Step 1: problem identification, step 2: problem analysis, step 3: goal setting, step 4: brainstorming solutions, step 5: evaluating solutions, step 6: solution selection, step 7: action plan development, step 8: assigning tasks and responsibilities, step 9: implementation of the solution, step 10: monitoring and evaluation.

Having an open and clear discussion within the team is essential in identifying and addressing the problem at hand. This initial step is crucial and sets the foundation for finding an effective solution.

During the analysis step, participants will carefully examine the problem, deconstructing it into smaller components, adopting various viewpoints, and identifying the underlying causes behind it.

Establishing clear, measurable, achievable, relevant, and time-bound goals is crucial for the team to effectively solve the problem and drive success. These goals provide a focus and direction, ensuring the team stays on track and has a clear understanding of what needs to be accomplished.

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problem solving meeting script

At this stage, it’s crucial to foster a free flow of ideas. Encourage a multitude of proposals, even if seemingly unattainable. The focus should be on gathering a plethora of options rather than evaluating their viability.

During this critical thinking and analysis phase, the team diligently evaluates each proposal, weighing its advantages, disadvantages, feasibility, and efficacy to make informed decisions.

Participants should come together and reach a consensus on the most suitable solution to implement. This decision should be based on the thorough evaluations conducted in the previous step, ensuring that all relevant factors are considered and a well-informed choice is made.

During this crucial step, the team strategically formulates an action plan outlining the specific implementation details, including the time frame, location, and methodology to be employed for executing the chosen solution effectively.

Assigning specific tasks and responsibilities to each team member in relation to the action plan is crucial for ensuring clear accountability and coordination, enabling everyone to know their role and contribute effectively towards achieving the objectives.

Now, the team actively implements the action plan, staying dedicated and focused on accomplishing the set objective. They execute each step to ensure progress towards achieving their desired outcome.

Continually monitoring and evaluating progress towards the goal ensures that any necessary adjustments or corrective actions can be made in a timely manner to ensure successful implementation and achievement of the desired outcomes.

Our Problem Solving Meeting Template

Want to increase your meeting productivity? Use our meeting template to kickstart your next meeting.

Our Conclusion

In conclusion, running a problem-solving meeting successfully requires careful planning, clear communication, and active participation from all team members. By following the steps outlined in this blog post, you can effectively tackle and resolve challenges, fostering a collaborative and productive work environment.

Remember, setting a clear agenda, establishing ground rules, and encouraging open and respectful discussion will empower your team to brainstorm innovative ideas and find solutions to complex problems. Additionally, integrating problem-solving techniques such as SWOT analysis, Pareto analysis, or the 5 Whys can provide valuable insights and guide the decision-making process.

Furthermore, don’t forget to document the meeting outcomes, action items, and responsible individuals to ensure accountability and follow-up. By implementing the discussed strategies and promoting a culture of continuous improvement, you can transform problem-solving meetings into dynamic sessions that fuel creativity, teamwork, and ultimately drive success for your organization. So, start applying these techniques in your next problem-solving meeting, and witness the positive impact it can have on your team’s problem-solving capabilities.

The purpose of a problem-solving meeting is to identify a problem or challenge faced by an organization, generate potential solutions, evaluate these for viability, and finally make a decision about which solution to implement.

To prepare for a problem-solving meeting, first identify the problem and gather all necessary information related to it. Make sure the relevant team members are invited and that they also understand what the problem is. You should also come prepared with potential solutions to discuss.

The people who should be involved in a problem-solving meeting include those who are directly affected by the problem, those who have influence over the problem, and those who have skills or knowledge relevant to finding a solution. This might include managers, team leaders, and individuals who have expert knowledge in the subject area of the problem.

After all potential solutions have been presented and discussed, it’s crucial to reach a consensus about the most viable solution. This can be done through voting, ranking the options, or through detailed discussion to reach unanimous agreement. It could take more than one meeting to reach a decision if there’s no unanimous agreement.

Conflict during a problem-solving meeting should be managed by acknowledging the disagreement, facilitating open communication, focusing on the issue rather than individuals, and finding common ground. A neutral third party or mediator may also be helpful in resolving conflicts. Focus on the solution rather than the problem can also help to diffuse any tensions.

problem solving meeting script


How To Run A Problem Solving Meeting

To run a problem-solving meeting, define the issue clearly, encourage open and honest communication, generate potential solutions, evaluate and prioritize solutions, decide on a course of action, and establish a follow-up mechanism to monitor progress.

See Our Problem Solving Meeting Template here

Jannik Lindner

  • Steps in this Guide: 10
  • Last Updated: January 24, 2024

A Problem Solving Meeting is a structured gathering of individuals or teams with a specific goal of identifying and resolving an issue or challenge within a business or organization. These meetings are designed to bring together different perspectives, expertise, and ideas to collaboratively analyze the problem, generate potential solutions, evaluate options, and decide on the most effective course of action. The focus is on problem-solving techniques, brainstorming, critical thinking, and decision-making processes aimed at finding practical resolutions that can be implemented to overcome obstacles and improve performance.

How To Run A Problem Solving Meeting: Step-By-Step

Next, we will share our step-by-step guidelines for running a Problem Solving Meeting:

Step 1: Identify the Meeting Objective

Step 2: planning, step 3: invite participants, step 4: set ground rules, step 5: define the problem, step 6: gather information, step 7: generate possible solutions, step 8: evaluate and prioritize solutions, step 9: develop an action plan, step 10: establish a follow-up.

During a problem-solving meeting, it is essential to begin by thoroughly comprehending and defining the problem, as well as establishing the objective of the meeting, in order to effectively guide the discussions and ensure a successful outcome.

In addition to outlining the structure of the meeting, it is essential to identify the objectives and desired outcomes. Identify key stakeholders to invite and allocate specific roles for each participant. Lastly, distribute the agenda beforehand to ensure everyone is prepared and on the same page.

It is crucial to invite and involve the appropriate stakeholders in the meeting, such as those directly affected by the problem, decision-makers, and experts in the subject matter, to ensure a well-informed and productive discussion.

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problem solving meeting script

Establish communication guidelines prior to the meeting to promote fairness and civility among participants.

During a meeting, effective communication is crucial. Clearly outline the problem and ensure everyone comprehends it by presenting pertinent data, case studies, or anecdotes.

Encourage participants to actively contribute their insights and ideas through collaborative discussions, brainstorming sessions, and thought-provoking questions that foster diverse perspectives on the problem at hand.

Conduct a brainstorming session to generate a wide range of solutions, promoting creativity and open-mindedness. Encourage all participants to think freely and propose as many ideas as possible.

Once all potential solutions have been presented, the group will assess their feasibility, potential effects, advantages, and disadvantages. Following this evaluation, the most favorable alternatives will be selected and ranked according to priority.

Once the solution has been chosen, it is essential to outline the specific steps required for implementation. This includes assigning tasks to individuals involved in the process and establishing deadlines for completion.

After concluding the meeting, it is crucial to establish a systematic approach for follow-ups to track the implementation progress and assess the effectiveness of the solution.

Running a problem-solving meeting successfully is essential for any business or organization. In this blog post, we have discussed the key steps and techniques to ensure a productive and effective problem-solving session. By setting clear objectives, creating an inclusive environment, encouraging open communication, and using various brainstorming and decision-making methods, you can optimize your problem-solving meetings and drive innovative solutions.

Remember, problem-solving is a collaborative effort that requires active participation and engagement from all team members. It is important to foster a culture of trust, respect, and creativity within your organization to create an environment conducive to problem solving.

In conclusion, by implementing the strategies outlined in this blog post, you can transform your problem-solving meetings from unproductive discussions to powerful sessions that generate actionable solutions. So, embrace the opportunity to tackle challenges head-on and leverage the collective knowledge and skills of your team to drive positive change and propel your business forward. Good luck in your future problem-solving endeavors!

The primary purpose of a problem-solving meeting is to identify a specific issue and brainstorm potential solutions to overcome it. It's a space where all team members can share their insights or suggestions, leading to an effective resolution strategy.

Depending on the nature and scope of the problem, this meeting should ideally involve key team members who are directly related to the issue, decision-making authorities, and anyone who may contribute valuable input or insights.

First, clearly identify the problem to be discussed. Gather all relevant information and data regarding the issue for a factual understanding of the situation. Attendees should be informed in advance, along with the send-out of an agenda summarizing the purpose of the meeting so participants can prepare their thoughts.

The output of a problem-solving meeting should ideally be a well-defined action plan addressing the identified issue, with tasks assigned to specific individuals or teams along with a realistic timeline.

The effectiveness of a problem-solving meeting can be evaluated by the quality of solutions presented, participant engagement during the meeting, and ultimately, the successful resolution of the problem. Progress tracking of the implemented solutions also helps in measuring the effectiveness.

Step-by-Step: How To Run A Problem Solving Meeting

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A Complete Guide: Planning a Problem Solving Meeting

January 6, 2022

By MeetingFull Team

problem solving meeting script

What’s the best way to prepare for a meeting where the goal of that meeting is to solve a problem? What’s the key difference between a problem solving meeting and a decision making meeting?

Let’s first identify the challenges in a problem solving meeting and make sure our plan addresses each of those points.

Meeting challenges:

  • Different perceptions of the definition of the problem.
  • Unclear understanding of the magnitude and future consequences of the problem.
  • Disorganized brainstorming process for a solution.
  • Misalignment on the cost/benefit of different solutions.
  • No clear ownership of the solution.

The goal of a problem solving meeting is to discuss solutions to a problem only after all participants fully agree on the definition of that problem . Everyone attending the meeting should be a part of a group responsible for identifying and correcting the problem.

In a decision making meeting, the group is already presented with a solution(s) and is coming to a consensus on how to proceed. The method for how to come to a decision is predefined as either a vote , group consensus or a leader made decision.

Also Read: A Complete Guide: Planning a Decision Making Meeting

Now that we understand what we’re aiming to accomplish in our two meeting types, let’s address solutions for each of our problem solving meeting challenges.

Listen to the participant’s definition of the problem. Ideally, a meeting organizer can try soliciting input prior to the meeting and share a summary of it at the start of the meeting. It’s key that everyone agrees that their perspective is being repeated accurately.  If that’s not possible, participants should share their definition of the problem at the start of the meeting. Before moving forward, get agreement from everyone on the definition of the problem.

Discuss how long the problem has been going on and what will happen if the problem isn’t resolved. The solutions people present in a problem solving meeting are highly dependent on understanding the real impact (or cost) of the problem. Share with the team how long ago the problem started and what the future will look like depending on when the problem is solved.

Weigh the pros and cons of a solution in real time. A core practice to keeping a brainstorming process organized is to write things down as you go and document the advantages and disadvantages of each proposal. You can do this on a shared document or up on the whiteboard. All participants should be viewing the growing list.

Create criteria for key factors that should be considered. Common factors are financials , resources, time, values and accessibility . Discuss these areas in the meeting. Consider each factor while brainstorming on a solution.

Gain consensus before ending the meeting. There should be one option that the list of advantages and disadvantages shows as a winner. The participants included in this meeting should be the people who can execute on a solution. Clearly defined next steps that are reviewed and distributed are the last steps for this problem solving meeting.

Also Read: A Complete Guide: Creating the Perfect Meeting Agenda

problem solving meeting script

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Solving the Problem with Problem-Solving Meetings

Leadership development expert Jonathan Levene shares an effective tool for facilitating productive problem-solving meetings.

Jonathan Levene

Your team is facing a complex problem. So you gather everyone for a meeting, only to spend hours disagreeing on the ideal solution — with no progress toward consensus.

Facilitating productive problem-solving meetings can be challenging. You want to foster an open dialogue and gain buy-in while working toward an ideal solution. To do this effectively, it helps to understand one very important aspect of human nature: how we reason.

A Tool for Better Group Reasoning

In my work with clients, I have found that the ladder of inference* is an essential framework for understanding human reasoning, identifying opportunities, and keeping group reasoning on track. It is especially helpful when your challenge involves ambiguity or complexity.

The ladder of inference lays out the mental steps in our reasoning — from receiving data to drawing a conclusion. It also explains how we adopt certain beliefs about the world.

While our reasoning process may feel logical, our analysis at every step is always based on past experience. And everyone’s experience is different.

Here is how the ladder of inference reveals our reasoning process:

The Ladder of Inference

  • We begin with the pool of information available to us — the observable data and experiences.
  • We then select some of the information — typically that which grabs our attention or seems particularly significant — and ignore the rest.
  • Then, we interpret the information, drawing on personal/cultural meanings and making assumptions based on those meanings.
  • Finally, we draw a conclusion based on that interpretation. Over time, these conclusions inform our beliefs and drive our actions.

Our beliefs might be founded on faulty selection or interpretation of data. For example, if you have a number of memorable interactions with a few customers, you might focus on and generalize from those experiences. This leads you to certain conclusions about the entire marketplace. We all proceed through these mental steps, often subconsciously. And we’re not always aware of our assumptions.

By using the ladder of inference as a tool to expose chains of reasoning, we are better able to understand ourselves and our colleagues, find the best solutions, and overcome resistance to change.

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Your Role in Meetings of the Minds

As the moderator, your job is to:

  • Listen carefully to the views expressed.
  • Figure out what type of contribution each person is offering: belief, assumption, or interpretation.
  • Bring hidden reasoning into the open by asking questions.

For example, if a person makes an assertion about what should be done, you might ask him or her to describe the chain of reasoning that led to that conclusion.

If two people have reached very different conclusions, one or both may be missing a key subset of data. Or perhaps they are missing an interpretive lens that would lead to a new set of possibilities.

The only way to know is to ask open-ended questions, such as:

  • Can you help me understand your thinking?
  • What was your chain of reasoning?
  • What assumptions are you making?
  • What data are you basing your recommendation on?

In asking these questions, you are not challenging people or judging them. You don’t want to put anyone on the defensive. Instead, you want to bring their reasoning to light so that it becomes part of the group’s thinking.

To do so, you can reflect back on what you’re hearing: “It sounds like we’re talking about assumptions here.” Or, if someone has difficulty articulating a chain of reasoning, you might say, “Think about it, and we’ll come back to you.”

At the same time, you should consider what is  not  being said. Keep in mind that silence does not imply agreement — or that a person has nothing to say. Your goal is to understand what’s happening in people’s heads and surface ideas that have not been articulated.

Better learning and decision-making result from staying low on the ladder. By slowing down the conversation — focusing on selecting and interpreting data — you encourage the group to avoid reaching conclusions prematurely. Using the ladder of inference, you can invite more contributions. Think about the ideas that might come to light when you ask questions like:

  • Does anyone else have data that bears on this?
  • Does anyone think something different might happen if we did this?
  • Did anyone else arrive at a different conclusion?
  • Did anyone make different assumptions?

The Ladder of Inference in Your Toolbox

As a manager, you can use the ladder of inference in multiple ways. You might start by employing it yourself as a framework for structuring your  own  thinking and interactions. Then, as you become more familiar with the approach, you can introduce the ladder as an explicit standard tool in team meetings.

Once you have introduced the concept, your team will begin to take on ownership of the process. They’ll develop better habits of mind and follow your lead by probing one another’s reasoning in meetings.

Over time, the ladder can become an integral part of how you think and work. Along the way, you’ll be encouraging open-mindedness, building more effective teams—and coming up with better solutions.

*The ladder of inference was initially developed by the late Chris Argyris, former professor at Harvard Business School, and elaborated on in numerous publications including The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization (Peter Senge, Richard Ross, Bryan Smith, Charlotte Roberts, Art Kleiner).

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About the Author

Levene is a leadership coach and facilitator at Harvard Business School with over 15 years experience leading teams in product development organizations.

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problem solving meeting script

Seven Best Practices for Problem-Solving Meetings

Oh Ye Gods and Monsters, not another <groan> meeting .

Admit it. You’ve said that. Or some version of it, only NSFW.

manager meeting productive leadership training

In Leader Effectiveness Training , Dr. Thomas Gordon dedicates 28 jam-packed pages to “How to Make Your Management Team Meetings More Effective.” Unsurprisingly, in an environment already using the No-Lose Method of conflict resolution, this approach will build trust and consensus. It’s a surefire basis to make meetings more productive .

Leaders can help ensure the teams they assemble to solve tricky workplace problems function optimally (and maybe even have fun while they’re at it—it’s science! ) by following these guidelines, amalgamated and abstracted from Dr. Gordon’s original 17 guidelines for problem-solving management teams.

  • Frequency and Duration: While new groups will have to meet more often, and frequency will be dictated by the number and complexity of the problems the group is working on, consistency is key. Meet at the same time on the same day , even if the group leader can’t be there. And never, ever meet for more than two hours at a time. Enforce that limit, because brains fry.
  • Get the Right People in the Room: The problems a group will be working on should dictate group membership (never more than 15 people; more voices than that become unworkable). Does each member have access to critical data that will be important to solving the problem or represent an organizational group that will be directly affected by the group’s decision? Then they’re in. Also, each member will need to a delegate an alternate with full participatory and decision-making authority should he or she not be able to make it to a meeting.
  • Agendas and Priorities: The group, not the leader, develops the agenda, either ahead of time or at the beginning of the meeting, with a means for adding items at the last minute if needed. The group prioritizes items at meeting kickoff.
  • Discussion Ground Rules: Surprise! In a functional autonomous group of adults entrusted with solving important workplace problems, they should also be trusted to come up with their own ground rules. The group leader’s main role is to stay out of the way of productive discussion.
  • Right Problem/Wrong Problem : The Polish proverb “ Not My Circus, Not My Monkeys ” is as good a guideline as any to help a problem-solving group decide what is an appropriate problem to tackle and what is not. If group members agree a problem affects them and is within their span of authority and scope of responsibility, it’s the right problem. If not, they can and should delegate up, down, or out.
  • Reaching Consensus : Like a jury, a problem-solving group must strive for unanimous consensus. This means a member with a very strong opinion needs to be willing to let it go when she’s greatly outnumbered; conversely, members without strong feelings should always be willing to go with the majority. And in some cases (highly technical software purchasing decisions, for example), the group should be willing to defer to members with the greatest responsibility for implementation or expertise in the area under consideration.
  • Follow-up: Agenda items should be marked resolved in one of several ways: Resolved; Delegated (inside or outside the group); Deferred to a future agenda; Removed by the submitter; or Redefined in other terms. Meeting notes should be sent to members as soon as possible after the meeting (record only decisions, task assignments, future agenda items, and follow-up items—not discussion details). Finally, the group itself should set up a mechanism to periodically evaluate its own effectiveness.

And there you have it. A seven-point prescription for more productivity and less pain in meetings. A kind of analgesic, or acupuncture (depending on your painkiller preference) for getting people together and focused on getting stuff done— which, after all, is the purpose for work team meetings in the first place: to collaborate on problems that can’t be solved alone .

Try it. (If you want to read the full 28 pages—well worth your time—get a copy of Leader Effectiveness Training .)

How to Run Problem Solving Meetings

Problem Solving Meetings are oriented around solving either a specific or general problem, and are perhaps the most complex and varied type of meetings.

At problem solving meetings the outcome is often an important decision and thus these meetings can be crucial to the development of a team or product. If the wrong action is chosen, it could be hugely damaging. To make sure that this doesn’t happen at your next problem solving meeting, follow the tips provided here.

Primary Goals in Problem Solving Meetings

The goal underlying these meetings is to leave with a new strategy designed to counter a current issue preventing or hindering the team’s progress.

The key objective for problem solving meetings is to find the most optimal solution or reach the best compromise that can resolve an issue facing the group or organization. In order to do this the group first has to identify possible solutions, and then evaluate these based on relevant requirements and criteria.

Agreeing on the most optimal solution

What truly is the most optimal solution can vary a lot, depending on the setting and situation. It is important to clearly define what the problem is, as well as agree on key criteria for the solution, in order to start identifying possible options.

Sometimes the best solution is the quickest one, other times it is the one that requires the least resources, while other times the solution that brings the most long term benefits is the best alternative. If all planning decisions were made by one person, not only would the choices be uninformed, there would also be little unity around team goals and direction.

Key Roles in Problem Solving Meetings

Problem solving meetings should be oriented around issues that affect and are only resolvable by the team. If a problem is the responsibility of, or can be fixed by one person, a group meeting is likely a waste of time. However, when a singular person’s decision affects that of the entire team, it may be worth it.

The significance of a problem and the amount of group time spent solving it should be considered before calling forth any group problem solving meeting. The participant roles found in a problem solving meeting tend to vary more than most other meeting types. This is because problem solving meetings exist across such a large variety of contexts and group.

Meeting leader

Just as with decision making meetings, there is a need for direction and authority in the process of problem solving. The person in charge should either be the person with the deepest understanding of the situation or someone with the most responsibility over the outcome (i.e. the highest ranking member of the team). The leader should be able to provide the team with a general overview of the situation. They should then lead the team through the guided process.

Meeting participants

All other attendees of the meeting should be people who fall under two categories. The first is of participants who may have been involved in the events leading up to the problem. This group is not there to be blamed or criticized, but rather to provide information about how the situation was reached. In addition, this group has unique insights on how potential solutions may or may not fit with the current approach.

The second group of people who should be invited are those who will be impacted by the solution. If, for example, one subgroup of a company has to restructure the timing of their releases, representatives from other groups who will have to adapt their schedule as a result should be included.

Common Challenges in Problem Solving Meetings

Often the most successful problem solving meetings are ones that happen before a major issue arises. Taking time to identify potential future problems allows a team to have solutions immediately ready. Unfortunately, problem solving meetings are all too often done only after a problem occurs, adding a variety of challenges that would not exist in other meeting types.

Problem solving can be a particularly stressful type of group strategizing. For instance, the urgency and decisiveness that is necessary in this meeting type can lead to disagreements that wouldn’t happen if teammates were not strained.

Identifying the real problem

Identifying the true problem to be addressed can on the surface seem like a very simple task. However, different meeting participants are likely to have slightly different perspectives of what they are gathered to address. Without a common understanding of what problem they are aiming to solve, the problem solving meeting is not going to yield any productive solutions.

Intra-group conflicts

With any problem solving or decision making meeting there is bound to be some conflicting opinions on how to go forward. Because problem solving meetings are often high strung, and because of the importance of selecting a correct plan, resolving these conflicts effectively is crucial. When making group decisions, a number of different strategies can be used to reach a compromise.


When any type of group decision needs to be made, participants in the process can become too attached to their own suggestion to truly consider other options. While this leads to a lot of passionate and potentially productive conversation, it can also lead members to feel personally offended when their solutions are rejected.

Time pressure

Often problem meetings are extremely time-constrained. This can be because the problem is an approaching deadline or because there was simply no time scheduled in the initial plan for a problem to arise

How to Host Successful Problem Solving Meetings

The best way to approach a problem solving meeting is to first properly define the problem and the restrictions of potential solutions. Before brainstorming solutions, evaluate them, and decide on the best one.

Identify the problem to be addressed

The first key step to solving any problem is to identify the issue at hand. Problem solving meetings are designed to address any type of situation specific to the group. Determining what the problem is may be easier if it has already become a pressing issue. However, problem solving meetings can also be designed to generate preemptive solutions to problematic situations that may arise in the future. Regardless, any problem solving meeting should begin with a discussion of the specific issues that need to be changed or resolved by the end of the meeting.

Often, when a pervasive issue exists within a group, .some members are more aware of it than others. Beginning a problem solving meeting by explicitly identifying the issue not only makes clear what the meeting goals are, but also puts all team members on the same page about the state of the group or project. Identifying this problem early on also gives the team the ability to modify the topics or members involved in reaching a solution.

Define solution requirements and restraints

Once a problem has been identified, the group should propose all possible ways to approach and resolve the issue. The reason why problem solving is often easier said than done is because of existing restraints that withhold many of the ideal options available. For example, these restrictions could involve a lack of time or a lack of corporate resources. These restraints are important to consider because problems often result as a lack of consideration for them in the first place.

Brainstorm possible solutions

To choose among feasible solutions, it is important to define not only the possible limitations but also where group priorities lie. The most effective choices are made once the team’s understanding of the most urgent aspects of a future decision have been defined. Without a realistic idea of which aspects are most important, the solutions proposed will either be unrealistic or oriented around personal opinions. This step in the problem solving methodology allows for the most important and realistic strategies to be the ones most discussed.

Evaluate top solutions

After the feasible solutions to a problem have been isolated, the group must come to a collective conclusion about the best approach. This process should involve group consideration and evaluation of proposed options. It can be important to highlight and compare potential options against each other. For example, depending on the priorities of the group, an option which extends the timeline might be preferable to one that sacrifices quality or vice versa.

Agree on a solution

The best and most appropriate options that are generated during this meeting should be approached in the same way as options within a decision making meeting. Feedback, opinions and questions about each strategy should be considered and everyone involved in the meeting should feel free to voice their opinions. The final decision should be one that is not only realistic but that puts the entire team on the same page going forward.

Better Problem Solving Meetings with MeetingSift

MeetingSift’s brainstorm activity can help determine the problem, identify restrictions, and come up with ideas for possible solutions. The polling and ranking activities can then give an overview of where the group’s opinions lie. Using these tools can relieve not only the above mentioned problems but many others that are associated with problem solving meetings.

Gather honest opinions through anonymous feedback

The anonymous contribution platform that MeetingSift provides allows for more candid feedback, as well as helping the group to focus on the issue rather than the person.

Not only does this lead participants to be less upset when their ideas are not chosen, but also to not feel like they must support one particular solution or plan just because it was proposed by someone with authority in the group. In short, MeetingSift allows for the group to focus on the problem solving process rather than office politics.

Cut meeting time with parallel input

With MeetingSift, group polls can be conducted and decisions made in a fraction of the time that it usually takes to collect that amount of information. Additionally, MeetingSift allows facilitators to time the duration of their slides and activities in order to cut down and condense unnecessary aspects of the conversation.

Efficiently identify solutions or acceptable compromises

With problem solving meetings we suggest using an empirical voting tool such as ranking or voting to choose a winner, rather than trying to find a compromise between the two. In the face of a problem at hand, it is often best to choose and stick with one dominant strategy.

Easily record and share the final solution

While these opinions should be incorporated in the process, MeetingSift reports serve as a useful tool to share the solution decisions with as many other people as possible.

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Problem Solve with MeetingSift

The best way to approach a problem solving meeting is to follow the simple steps outlined in this article.

MeetingSift  brainstorm activity can help determine the problem and opportunities, and identify restrictions related to possible solutions. The evaluate , polling, and ranking activities can quickly reveal where the group’s opinions lie.

Using these tools can relieve common challenges like time pressure, intra-group conflicts, defensiveness, and many others that are associated with the stressful nature of problem solving meetings.

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Leadership Strategies

The ultimate problem solving template for meetings.

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At Engagement Multiplier, we have extremely productive meetings – Stefan Wissenbach has made a science out of it! One thing we do that makes our meetings especially effective for creative problem solving is the “IDS” method, which stands for: Identify, Discuss, Solve.

Identify the real issue & the ‘Five Whys’ approach

Before the meeting, each team member keeps track of any problems they encounter that might require input from the larger group to solve.

But there’s an extra step that makes ‘identification’ even more efficient: Root-cause analysis that helps us dig down into the problem we’ve observed to find out whether it’s a symptom of an underlying issue.

We do this by using the ‘ 5 Whys ’ approach. It’s easy to mistake a symptom for the problem, but when you just treat the symptom without addressing the root cause, other symptoms will emerge! ‘Five Whys’ is a root cause analysis that’s really simple: Just ask “why?” five times.

the 5 whys

5 Whys, Root Cause Analysis, Source: LeanMan

Do you have to have 5 Whys? No. That’s an arbitrary number. But the point is to not stop asking Why? before you actually reach the source of the problem.

Discuss the problem

Each team member who has identified a problem, and the root cause of the problem, presents their problem to the team in the meeting to discuss it.

This part should be quick and structured. Everyone asks questions, then suggests actions, and the person who brought the problem to the table says what they’ll do.

Then they write that action down on their personal To-Do list – to be done by the next meeting.

Solve the problem

Hopefully, the action will solve the problem. But, if the action taken doesn’t work, the problem can go back on the issue list for more discussion, and another attempt to solve it.

But, if the team member fails to do the action they committed to – that team member goes on the issue list!

(Nobody wants to become the issue!)

Our go-to approach for weekly meetings

Yes, IDS involves serious accountability – and it really works. The most challenging part is finding the root issue behind each symptom, and we’re not perfect at it. But that’s where discussion with other team members becomes so helpful.

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  • Problem Solving Meeting

Glossary of Meeting Terms

  • Meeting Type

What is a Problem Solving Meeting?

Teams use Problem Solving Meetings to analyze a situation and its causes, assess what direction to take, then create an action plan to resolve the problem.

You can find an introduction to Problem Solving Meetings in Chapter 25 of our book, Where the Action Is . You may also want to visit the Learn More link, below, for resources to help you plan, run, and troubleshoot the specific meetings your team needs.

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problem solving meeting script

How to manage meetings like an expert facilitator

Bernie Ferguson

A skilled meeting facilitator can get a group to discuss, debate, and, above all,  decide  a lot of stuff in not-a-lot of time. Trouble is, most teams don’t have dedicated program managers or agile coaches to step in and fill that role. So as the modern workplace becomes ever-more collaborative, it’s increasingly important for all team members to know how to run effective meetings .

I’ve been facilitating meetings for years, and I’ve had to grabble with quite a few facilitation questions. What if the pace is too fast, or too slow? Is the agenda pitched at the right level? How will the vibe in the room change if I “double-click” on an uncomfortable truth that surfaces? Will I be able to get the inevitable strong personality in the room to button up and listen to their peers? Sheesh. So many x-factors to keep track of!

The good news is that meeting facilitation is simply a skill you have to practice. To help build your chops and conquer your fears, here are some pointers and pro tips that will help you manage your next meeting with confidence.

Bookmark this post so you can review it quickly the next time you’re about to facilitate a meeting.

1. Understand your role as meeting facilitator

Hint: It’s not about you

Me, I’m a classic “talker”. So standing in front of a group to facilitate a meeting isn’t much of a stretch. (In fact, when I was learning how to manage meetings, the hardest part was getting myself to shut up so the rest of the group could speak.)

Being an effective meeting facilitator while simultaneously being a meeting participant is near impossible – you can’t be emcee and performer at the same time. Embrace the facilitator’s role of managing time, encouraging participation, and asking juicy questions. Let the other people in the group be the stars of the show.

2. Create an interactive agenda

Structure your agenda such that there are opportunities for different people to lead parts of the discussion. This lets you sink into the background, observe the group, and focus on driving the group toward that outcome or decision.

As meeting facilitator, it’s a best practice to send a meeting agenda out to all participants before the meeting so they can come prepared. Many folks here at Atlassian will simply pop the agenda into the meeting’s calendar invite.

3. Establish your meeting’s purpose

Every meeting you facilitate needs to have a clear endpoint: an objective to achieve, or a decision to make. Make sure your agenda covers this so participants know why they’re there, and (importantly) what it would take to finish the meeting early.

It’s worth reiterating the objective at the start of the meeting, too. Heck, you could even write it on the whiteboard to serve as guardrails for the discussion – especially if you’re likely to have detractors in the room. If the conversation heads down a rabbit hole or veers off-course, you can get the group back on track by reminding them of the meeting’s purpose.

4. Close your laptop and open your ears

People are far more engaged in discussions when they’re not firing off an email or checking Facebook. So take a hardline approach and ask for all laptops, tablets, and phones to be turned off. The only exception is the meeting’s scribe, who gets a pass to use their device for taking meeting minutes . Don’t start the meeting until everyone is tuned in and ready to contribute.

A laptops-closed/phones-off policy is critical for sessions that revolve around active listening and flat-out, transparent sharing. Can you imagine someone working up the courage to share a dissenting opinion while their teammates pecked away on email? Not so much. For team  retrospectives  and similar  types of meetings , it’s best if the facilitator takes notes so all participants are fully engaged in the discussion.

If someone insists they need to be working on something else during the meeting, then give them permission to leave the room and go do it. They’ll have an easier time of it and produce better work without the distraction of people talking around them anyway.

5. Make space for everyone to contribute

Sometimes there’s a “celebrity” in the room: a strong personality with strong opinions who is highly respected by other people in the group. They can dominate the discussion (usually without intending to), or even disrupt it by advancing their own agenda.

Give them a pen, and ask them to take charge of capturing ideas on the whiteboard. Not only does this intrinsically task them with listening (i.e., creating space for others to speak), you also avoid the scenario where they sit in the back of the room trashing ideas that diverge from their own. No hecklers, please.

If they’re a strong detractor or feel particularly strongly about the session, you’ll be glad you shared the agenda and purpose in advance and gathered their input before the meeting. Help them walk in ready to make a constructive contribution.

6. Facilitate conversation through questions

Many meetings are essentially problem-solving workshops ( 5 Whys , Experience Canvas , Premortem , Empathy Mapping … If you’ve ever checked out the Atlassian Team Playbook , these are probably familiar!). As the meeting facilitator, it’s not your job to have all the answers. It  is  your job, however, to lead the group to answers. That means posing the right questions at the right time. When done well, pointed questions will challenge assumptions that may be preventing the group from getting to that “ah-ha!” moment.

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Even if you think you have The Answer™, resist the temptation to offer it up. Instead, ask leading questions that guide the group to that answer (it’s more meaningful if they arrive at that conclusion themselves). Here are a few of my favorites that you can customise:

  • Can you expand on that point?
  • Is this conversation moving us in the direction we want?
  • Your last point intrigues me, but it feels counterintuitive – in what context could you see that applying?
  • How would you summarise that?
  • What would that look like?
  • How does that make you feel?
  • How would you measure success in that instance?

Of course, asking the right questions requires you to bust out your active listening skills. Give the group space to burn through the ideas that come quickly, and pay attention to what they’re saying so you know which questions can get them to think deeper. But generally stay out of the discussion until it stalls out or starts going in circles.

7. Read the room

Tune into the energy of the room and look for visual cues like body language. Are people fidgeting in frustration? Do looks of discontent or disagreement abound? These are signs you need to intervene. It’s ok to gauge sentiment in the room by simply asking people straight-up: Is this resonating? Do we feel comfortable with the progress we’re making?

Bringing focus to the group’s emotional state helps you understand whether they’re engaged or disconnected. And if the group is disconnected, it’s time for you to jump in and lead them down an alternate path.

Pay especially close attention in meetings that tend to be highly emotional like team health checks , goal-setting workshops , and root-cause analysis sessions

Getting your energetic radar calibrated will take time, and you’ll get it wrong once or twice. Being mindful and observant are the first steps.

8. Create a “parking lot” for good ideas that distract

If an idea pops up that is valuable, but off-point, offer to create a “parking lot” and jot it down (usually on the whiteboard or in the meeting notes) so you can come back to it later. Because right now is all about nailing your objective for this meeting.

Knowing their thoughts aren’t lost forever to the aether helps people return their focus to the outcome you’re striving for.

9. Know your audience

If you’re facilitating a problem-solving meeting or a  retrospective , be on high alert for people who need to be drawn into the discussion. Consider the personality types amongst your attendees, and try to get everyone to contribute to the discussion evenly (more or less). The quiet people in the group might not be shy, per se. In fact, they might have a lot to say, if given the opportunity. It’s your job as the facilitator to carve out space for them to speak.

A veteran facilitator might even observe people as they enter the room, mentally noting who they sit next to or who they avoid. It’s ok to use your judgment and re-arrange chairs (or who sits where) if that’ll help bring out the best in everyone.

Also, understand who has the final say on whatever decisions you’re making, and use them as a tie-breaker if the group can’t reach a consensus. That person can also come in handy when deciding who owns follow-up items.

8. Get moving to keep the energy up

Stand up, congregate around the whiteboard, and bring some dynamic energy to the room. This isn’t the UN General Assembly, after all. (Unless you actually work at the UN. In which case, good on ya.)

One dead-simple facilitation hack I like is having people write their thoughts on sticky notes, then walk up to the front of the room and post them a whiteboard or butcher’s paper. Once everyone is done posting up ideas, take turns coming up front to present those ideas to the group. Works great in problem-solving or brainstorming-flavored meetings like mindmapping  and  premortems .

Incidentally, when paired with coffee, a whiteboard is easily the most innovative tool in the knowledge worker’s tool kit. Seriously!

Running meetings and workshops will be clunky at first, and you’ll make some mistakes. That’s ok! You don’t have to be an ace facilitator to save your team weeks’ worth of time spinning their wheels.

Your skills will improve with practice. So you know what’s next, right? Get out there and start practicing! Browse the brainstorming and problem-solving meeting ideas in the Atlassian Team Playbook – our free, no-BS guide to working better together – and schedule a session with your team.

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Preparing for difficult conversations and situations.

By the Mind Tools Content Team

problem solving meeting script

Think back to the last time you prepared for an important meeting.

Perhaps you needed to convince a prospective client to do business with your organization. Or maybe you had to present to executive board members, and you knew that they would be peppering you with questions about your proposal.

Whatever the situation, chances are that you were nervous about the meeting; and practicing in front of a mirror may not have helped you overcome your anxiety, especially with respect to answering difficult questions.

This is where role-playing can be useful. In this article, we'll look at what it is, and we'll see how you and your team can use this technique to prepare for a variety of challenging and difficult situations.

Uses and Benefits

Role-playing takes place between two or more people, who act out roles to explore a particular scenario.

It's most useful to help you or your team prepare for unfamiliar or difficult situations. For example, you can use it to practice sales meetings, interviews, presentations , or emotionally difficult conversations, such as when you're resolving conflict .

By acting scenarios like these out, you can explore how other people are likely to respond to different approaches; and you can get a feel for approaches that are likely to work, and for those that might be counter-productive. You can also get a sense of what other people are likely to be thinking and feeling in the situation.

Also, by preparing for a situation using role-play, you build up experience and self-confidence with handling the situation in real life, and you can develop quick and instinctively correct reactions to situations. This means that you'll react effectively as situations evolve, rather than making mistakes or becoming overwhelmed by events.

You can also use role-play to spark brainstorming sessions, to improve communication between team members, and to see problems or situations from different perspectives.

How to Use Role Play

It is easy to set up and run a role-playing session. It will help to follow the five steps below.

Step 1: Identify the Situation

To start the process, gather people together, introduce the problem, and encourage an open discussion to uncover all of the relevant issues. This will help people to start thinking about the problem before the role-play begins.

If you're in a group and people are unfamiliar with each other, consider doing some icebreaker exercises beforehand.

Step 2: Add Details

Next, set up a scenario in enough detail for it to feel "real." Make sure that everyone is clear about the problem that you're trying to work through, and that they know what you want to achieve by the end of the session.

Step 3: Assign Roles

Once you've set the scene, identify the various fictional characters involved in the scenario. Some of these may be people who have to deal with the situation when it actually happens (for example, salespeople). Others will represent people who are supportive or hostile, depending on the scenario (for example, an angry client).

Once you've identified these roles, allocate them to the people involved in your exercise; they should use their imagination to put themselves inside the minds of the people that they're representing. This involves trying to understand their perspectives, goals, motivations, and feelings when they enter the situation. (You may find the Perceptual Positions technique useful here.)

Step 4: Act Out the Scenario

Each person can then assume their role, and act out the situation, trying different approaches where necessary.

It can be useful if the scenarios build up in intensity. For instance, if the aim of your role-play is to practice a sales meeting, the person playing the role of the potential client could start as an ideal client, and, through a series of scenarios, could become increasingly hostile and difficult. You could then test and practice different approaches for handling situations, so that you can give participants experience in handling them.

Step 5: Discuss What You Have Learned

When you finish the role-play, discuss what you've learned, so that you or the people involved can learn from the experience.

For example, if you're using it as part of a training exercise, you could lead a discussion on the scenarios you have explored, and ask for written summaries of observations and conclusions from everyone who was involved.

Further Tips

Some people feel threatened or nervous when asked to role-play, because it involves acting. This can make them feel silly, or that they've been put on the spot.

To make role-playing less threatening, start with a demonstration. Hand two "actors" a prepared script, give them a few minutes to prepare, and have them act out the role-play in front of the rest of the group. This approach is more likely to succeed if you choose two outgoing people, or if you're one of the actors in the demonstration.

Another technique for helping people feel more comfortable is to allow them to coach you during the demonstration. For instance, if you're playing the role of a customer service representative who's dealing with an angry customer, people could suggest what you should do to make things right.

Role-Play Example

In an effort to improve customer support, John, Customer Service Manager for Mythco Technologies, sets up a team role-playing session. Acting as the leader/trainer, John brings together a group of software developers and customer support representatives.

He divides the 12 people into two groups: Group A represents the customer support representatives; Group B represents the customer.

John tells Group A that the customer in this situation is one of Mythco's longest-standing customers. This customer accounts for nearly 15 percent of the company's overall annual revenue. In short, the company cannot afford to lose her business!

John tells Group B that the customer has recently received a software product that did not live up to expectations. While the customer has a long-standing relationship with Mythco, this time she's growing weary because Mythco has previously sold her faulty software on two separate occasions. Clearly, her relationship with Mythco is in jeopardy.

John now allows the groups to brainstorm for a few minutes.

Next – with this particular approach to role-play – each group sends forth an "actor" to take part in the role-play. The actor receives support and coaching from members of the team throughout the role-playing process. Each team is able to take time-outs and regroup quickly as needed.

John runs through the scenario several times, starting with the "customer" behaving gently and ending with the customer behaving aggressively. Each time, a best solution is found. Of course, John can always ask for additional role-playing and suggestions if he feels that the process needs to continue, or that the team has yet to uncover the very best solutions.

Once it's clear that they cannot identify any more solutions, John brings the two groups together and discusses the session. During this, they discuss the strategies and the solutions that the actors implemented, and how they could apply them to a real-life situation.

John also asks each team to write a short summary of what they learned from the exercise. He then combines the summaries and provides a copy of everything learned to all participants.

Role-playing happens when two or more people act out roles in a particular scenario. It's most useful for helping you prepare for unfamiliar or difficult situations.

You can also use it to spark brainstorming sessions, improve communication between team members, and see problems or situations from different perspectives.

To role-play:

  • Identify the situation.
  • Add details.
  • Assign roles.
  • Act out the scenario.
  • Discuss what you have learned.

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How Curiosity Can Make Your Meetings — and Team — Better

  • Sabina Nawaz

problem solving meeting script

Asking questions helps a group become invested in a shared outcome rather than individual agendas.

Do you find meetings with your team disintegrate into dysfunction and chaos, resulting in ineffective decision-making, inadequate solutions, and team members — including yourself — with deflated morale? “Team” is a misnomer for these bodies; “group” is more accurate. Group members are accountable to the boss but not to each other; they often work in individual silos, oblivious to the bigger picture. At best, groups are inefficient and ungratifying; at their worst, they make consequential mistakes through poor communication and bad decisions. To turn your group into a team, you need curiosity. Curiosity encourages you to pause before problem solving and engage your team members in productive conversation, rather than talking past each other. It invites colleagues to contribute their honest perspective. And with a newfound understanding of collective and individual frustrations, you can learn to empathize with each other, work better together, and become a team invested in a shared outcome rather than individual agendas.

Do you find meetings with your team disintegrate into dysfunction and chaos, resulting in ineffective decision-making, inadequate solutions, and team members — including yourself — with deflated morale?

problem solving meeting script

  • Sabina Nawaz is a global CEO coach , leadership keynote speaker, and writer working in over 26 countries. She advises C-level executives in Fortune 500 corporations, government agencies, non-profits, and academic organizations. Sabina has spoken at hundreds of seminars, events, and conferences including TEDx and has written for , , and , in addition to Follow her on Twitter .

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Best Practices for Meetings and How to Apply Them to MTSS

Best Practices for Meetings and How to Apply Them to MTSS

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Meetings are meant to be an engine of productivity in the workplace, but let’s face it—you must have been in one of these meeting situations at least once:

  • Wondering why you are in a particular meeting and checking your inbox or doing work while checked out entirely from the conversation;
  • Struggling to keep your eyes open as the conversation droned on and on in the room about something so unrelated to your work;
  • Found yourself stuck in a meeting where it wasn’t clear what was being decided;
  • The meeting gets off on a side tangent, and you spend the entire time talking about something that doesn’t move the work forward;
  •  You have something to say but are unsure whether it’s the right time or place;
  • All of the above!

Meetings constitute a large part of our work and an essential part of the work of educators as they come together to make decisions that in most cases impact students’ life and future. And to be honest and realistic, nobody wants to sit in boring, unproductive, and poorly facilitated meetings—your time as a professional and, most notably, as an educator is way too valuable for that! 

School and district teams need to take a systematic approach to run team meetings as in the business world. 

So let’s unpack meetings, their best practices, and how to apply them in the MTSS context.

Meeting Lifecycle

There are only three phases of any meeting’s lifecycle:

  • Planning an agenda
  • Scheduling a meeting
  • Researching attendees (when applicable)
  • Preparing presentation or discussion material
  • Assigning pre-meeting homework when applicable (reviewing data, reading documents, etc.)
  • During the meeting:
  • Preparing to join a meeting (dialing into a zoom call, planning a commute, or meeting room transfer for in-person)
  • Deciding action items, respective owners, and timelines
  • Taking brief meeting notes
  • After the meeting:
  • Writing detailed meeting notes
  • Sharing notes with attendees and colleagues who were not part of the meeting
  • Entering information into some system of record for tracking purposes
  • Completing your action items
  • Following up on others’ action items

Meeting Norms & Best Practices

Meeting norms can be subjective and vary from one organization to another and from one team to another, but the foundations remain the same.

At Branching Minds, we crafted our meeting expectations from input provided by the entire team after participating in a survey assessing our meeting culture and a series of workshops on how to make our meetings better. Those meeting norms are designed to help us achieve greater productivity while allowing us to live our values best. 

Here is the comprehensive list of norms for showing up in meetings to consider:

* Ostentatious listening is when team members demonstrate they are actively listening by repeating what has just been said, and making eye contact. Watch this video by Charles Duhigg, starting 01:28, about the characteristics of perfect teams.

Applying Meeting Norms Within an MTSS Framework

While the initial perception is that adopting an MTSS (Multi-Tiered System of Support) practice adds additional meetings, it actually refocuses meetings—we don’t meet just for the sake of meeting; we meet with a clear structure. As MTSS meets the needs of the entire student body, these processes ensure that no student “falls through the cracks.”

➡️ Related Resource: Communication Planning for MTSS

In an effective MTSS or RTI model, there are different meeting processes, structures and objectives that allow effective problem-solving at the school, grade/content team, and individual student level. These meetings have different functions and agendas, as follow:

The School Leadership Meeting

This meeting is conducted three times a year, similar to a universal screener . The goal of this meeting is to understand the school-wide health and wellness around MTSS. The School Leadership team reviews school-level data ( assessment scores, tier demographic distributions , tier movement and referral rates, etc.) to answer the question, "Is this a healthy school?"

The Grade/Content Team Community Meeting

This meeting happens monthly, during a dedicated grade team meeting time. This meeting aims to discuss and problem-solve for students the teachers are concerned about because they aren't making sufficient progress , typically students' recieving Tier 2 support , and to check in on students' receiving Tier 3 support. Grade/Content teams create/review these students' intervention plans and refer students for a Student Check-in Meeting if needed.

The Individual Student Support Meeting

This meeting provides the time and space for individualized deep dive problem-solving for students not making sufficient progress when supported by the Grade/Content Team Community Meeting.

➡️ Related Resource: MTSS Resources for School Leadership

Get a downloadable version of this chart The MTSS Meetings Guide & Toolkit ⬇️⬇️⬇️


Example of How to Apply Standard Meeting Norms in an MTSS Meeting

Meetings are critical for educators to get together and collaborate to help students succeed, and many people spend most of their time in them. However, at the same time, many feel that the meetings they attend are ineffective and a waste of their time because of lack of structure, unclear purpose, poor facilitation, absence of data and lack of preparation, etc. Creating effective meetings by utilizing agendas, meeting roles, and many of the norms and tactics we listed above can ensure that something frequently done can also bring significant value.

The National Center on Intensive Intervention - Intensive Intervention Meeting Facilitator's Guide

The National Center on Intensive Intervention - Implementation & Intervention Data Teaming Tools


The New York Times - What Google Learned From Its Quest to Build the Perfect Team

Yosr Najjar

Yosr Najjar

Yosr Najjar is the VP or Marketing and Demand Generation at Branching Minds. She has been working in marketing since 2009 when she got her master's degree in Business & Marketing. Passionate about branding, multilingual and world traveler she served as marketing manager at the international Ogilvy & Mather network where she led marketing and communication efforts for multinational brands in the MEENA region. After 6 years of supporting various tech, finance, and CPG brands, driven by her passion for education, Yosr joined the EdTech field in 2015 to help make change from within.

Connect with Yosr Najjar

Related posts.

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Tagged: MTSS Practice , Instituting MTSS

Branching Minds, Inc.

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Patient Problems

Practice Management - Scripting - Patient Problems - Content - Figure 1

Patient Problem-Solving with Scripts: A 5-Step Process

Some problems will inevitably arise between your practice and your patients, even though you’ve done everything in your power to avoid such situations. You can’t prevent these issues totally. You can, however, figure out what would be the best way to deal with each scenario and then create patient problem solving scripts to guide you and your staff.

To prepare for non-clinical problems that involve patients, follow these five steps:

At a special team meeting or during a Monthly Business Review, brainstorm patient-related scenarios that may occur. These will be based in part on problems you’ve experienced in the past. There are three main areas in which dental practices are likely to encounter difficulties:

  • Scheduling – Problems with scheduling occur frequently (in some practices, daily). Scheduling issues include patients not scheduling their next appointment at checkout, last-minute cancellations, no-shows and patients who show up late for their appointments.
  • Collections – Among the most stressful in dental offices, these problems are all too common. List the types of payment issues your staff has to deal with, from the incidental to the serious.
  • Negative Comments – Criticism of your practice can come in several forms. Patients may complain to you or members of your staff. You may get negative feedback from patient surveys. Disgruntled patients may attack your reputation online..

Define objectives for resolving each problem . In a given situation, what outcome would be best for all parties? What would you like to see happen? Problem resolution often requires some negotiation and compromise, but you’ll play your role better if you focus on moving toward a reasonable goal.

Plan how to accomplish those objectives. Working together with team members—especially those who will be directly involved in addressing a problem—figure out a fair and reasonable solution and define what conditions must be met and what steps must be taken to achieve it.

Translate that strategy into scripting. With your goals and strategic plan in mind, construct your side of conversations with patients, including variations based on patients’ reactions. These scripts will serve as pathways to the best possible outcomes.

Use script training to prepare everyone. Once your scripts are ready, schedule training sessions in which team members role-play with each other. They’ll learn the problem-solving process that the scripts map out… and also how to follow that process using their own words.

The Levin Group

This resource was provided by Levin Group , a leading dental consulting firm that provides dentists innovative management and marketing systems that result in increased patient referrals, production and profitability, while lowering stress. Since 1985, dentists have relied on Levin Group dental consulting to increase production.

More From Forbes

Solving for tomorrow's revenue growth problems.

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Rick Kickert is Global VP of Zscaler, a leading Go To Market strategist, investor and advisor with a record of boosting revenue growth.

The SaaS business world is in a constant state of evolution. From navigating a post-pandemic world to a looming recession, organizations today are facing unprecedented challenges in meeting their growth goals.

My experience as a co-founder and spending over 10 years in tech have exposed me to the top challenges that SaaS companies face today, and I've worked on building out proven, repeatable processes that can tackle those challenges.

According to Forrester's H1 2023 Survey on the Macroeconomic Impact on B2B Sales, 66% of B2B sales leaders acknowledge that their organizations are facing moderate to significant revenue challenges due to the current economic conditions.

Typical challenges hitting SaaS organizations include:

• Buyers that want to engage minimally with sellers.

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• Sellers spending less of their time on actual selling.

• Longer deal cycles.

• Sellers not hitting their quota.

• Lower conversion rates.

• Customer churn.

Unless organizations take swift action to proactively address these challenges, tomorrow's revenue growth will simply not exist. But there is a path forward. Solving for tomorrow's revenue problems boils down to three key principals: embracing AI, improving productivity and investing in revenue enablement.

Harness the true potential of AI.

AI has flooded the market, but many organizations struggle to implement AI tools in truly useful ways. Sales teams are experiencing tool fatigue, and the role of the seller is considered to be overly complex and overwhelming.

According to the Harvard Business Review , sellers are feeling overwhelmed with the amount of new technology required for their work and find navigating them to be more of a hindrance. Salespeople don't want more tools, they want better tools that truly move the needle. Solutions must be selected carefully, effectively incorporated into the company's DNA and provide noticeable benefit for the users—in this case—giving sellers time back. With the right AI strategy, organizations can unlock new levels of efficiency and productivity in their operations.

The maturity model of organizational technology advances from simple automation (where humans make decisions and execute tasks with admin-style AI support) to fully autonomous selling (where technology takes on increased responsibility and can autonomously make decisions).

Evolving an organization toward fully autonomous selling requires a significant paradigm shift. If the salesperson is the primary owner for all steps of the sales journey, they're required to learn each individual tool that helps automate each step (discovery, prospecting, demo, etc.).

If the salesperson is able to embrace autonomous selling tools, then much like working with an SDR, they might be more involved in simply reviewing or signing off on certain activities like the messaging used while outbound prospecting.

Allowing AI to autonomously navigate certain portions of the sales process can dramatically reduce the time a salesperson spends on an individual deal, allowing them to chase more deals in general. These incredible resources can help employees work smarter, not harder. By integrating AI into the day-to-day operations of your organization, you will undoubtedly see measurable improvements in revenue outcomes.

Optimize and streamline to improve productivity.

To address tomorrow's revenue growth challenges, companies must prioritize minimizing accelerating employee path to productivity by analyzing data and processes to identify areas of inefficiency.

The path to productivity starts with onboarding. According to The Bridge Group, the average account executive takes five months to fully ramp . Organizations must streamline their onboarding processes and provide new hires with the necessary training resources to get productive quickly. Any amount that organizations can expedite that onboarding process can make a noticeable difference in revenue.

Enhancing the onboarding process can expedite productivity by providing new hires with the essential knowledge and skills to quickly get up to speed. This, in turn, can reduce ramp time, enabling organizations to experience accelerated revenue growth.

Once fully ramped, sales teams should be focused exclusively on high-value selling activities such as building customer relationships, delivering value and closing deals. According to a McKinsey report from earlier this year, non-selling activities consume two-thirds of the average sales team’s time . Invest in any of the widespread options for sales automation technologies to radically offload and automate as many non-sales activities as you can.

Invest in revenue enablement.

The team best positioned to operationalize AI fueled technology and improve the holistic onboarding journey is revenue enablement. If your organization is struggling to meet revenue goals, then investing in a revenue enablement team should be your immediate next step.

Revenue enablement is the process of equipping go-to-market (GTM) teams with the necessary information, content and tools to achieve success, close deals and meet revenue targets. By investing in revenue enablement, organizations can ensure that their revenue-generating teams have the right resources and support to drive revenue growth.

Enablement teams are gaining popularity across SaaS companies, with Gartner predicting a 50% increase in sales enablement budgets over the next five years. This strategic move aims to address evolving buyer preferences, enhance seller effectiveness and ultimately boost revenue growth.

Employee onboarding, training and continued development are essential functions for employees to achieve their targets. Revenue enablement teams typically work closely with human resources and GTM leadership to ensure that employees are equipped with the necessary skills and knowledge to drive revenue growth. This collaboration between departments can be crucial for organizations looking to achieve long-term success and remain competitive in the ever-changing business landscape.

All functions of revenue enablement can, and should, be enhanced with AI. By leveraging AI-powered tools, organizations can optimize sales and marketing alignment, create targeted content that resonates with customers, and provide personalized training to employees. Additionally, AI can analyze data from sales activities and customer interactions to identify areas for improvement and inform future revenue enablement strategies.

Don't let tomorrow's revenue problems worry you today.

By embracing a modernized approach to business operations and harnessing the power of AI-driven tools, organizations can position themselves for future success. It is crucial for companies to prioritize employee onboarding processes, comprehensive training, gaining deeper insights into customer behavior, and leveraging technology to enhance customer engagement.

These strategic measures not only enhance productivity levels and drive revenue growth but also foster stronger customer relationships and cultivate a more productive work environment. With the right technology and approach, companies can proactively address tomorrow's revenue growth challenges while reaping immediate benefits today.

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

Rick Kickert

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  1. Urgent Problem Solving Meeting

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  3. Meeting Script

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  4. Problem Solving Meeting Template

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  5. How to Run a Problem-Solving Meeting [+ Free Template]

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  6. MTSS: Problem-Solving Meeting Sample Agendas by Lifelong Education

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  1. How to start problem solving Meeting

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  1. How to Run a Problem-Solving Meeting

    7 minute read When an employee is facing or causing a problem, managers can follow these problem-solving meeting templates. We all know what it feels like when a problem is brewing. It feels unsettling, heavy, and uncomfortable. Sometimes we feel the problem building for a long time, and sometimes it catches us by surprise.

  2. Lead an Effective Problem-Solving Meeting

    Save Print There's nothing worse than getting a group of smart people together to solve a problem and having the discussion devolve into chaos. This usually happens when people are at different...

  3. Problem Solving Meeting Agenda: 4 Effective Steps to Conduct a Problem

    Step One: List and brainstorm every potential cause for the problem or challenge. We want to make sure that we solve any structural issues first. These might be open sales positions, known bugs in the software, issues with a supplier - internal or external, known production issues, and those types of challenges.

  4. How to Run an Urgent Problem Solving Meeting

    This meeting agenda template helps a team find short-term tactical solutions to an urgent problem. The conversation includes time to gain a shared understanding of the problem, but focuses primarily on listing and evaluating possible solutions and the creation of a short- term action plan. Use this meeting to answer the question: "What are we ...

  5. How to Run an Urgent Problem Solving Meeting

    Procedural Some problems become clear as we work on a project. We make mistakes that could be prevented in the future, and we find problems with existing tools and processes that inhibit progress. These kinds of problems are best addressed using continuous learning methods such as retrospectives, postmortems, and after-action planning meetings.

  6. Tips for Running Effective Problem-Solving Meetings

    Mar 26, 2019 Unproductive workplace meetings are frustrating. And most of us would like all meetings to move along quickly, follow the agenda and solve the problems we were gathered to solve. But workplace meetings have varied purposes. Some sail along smoothly because the purpose and agenda are simple.

  7. How To Run A Problem Solving Meeting • MeetingFever

    1 Step 1: Problem Identification Having an open and clear discussion within the team is essential in identifying and addressing the problem at hand. This initial step is crucial and sets the foundation for finding an effective solution. Next Step 2 Step 2: Problem Analysis

  8. How To Run A Problem Solving Meeting • ZipDo

    Step 1: Identify the Meeting Objective Step 2: Planning Step 3: Invite Participants Step 4: Set Ground Rules Step 5: Define the Problem Step 6: Gather Information Step 7: Generate Possible Solutions Step 8: Evaluate and Prioritize Solutions Step 9: Develop an Action Plan Step 10: Establish a Follow-up 1 Step 1: Identify the Meeting Objective

  9. A Complete Guide: Planning a Problem Solving Meeting

    Meeting challenges: Different perceptions of the definition of the problem. Unclear understanding of the magnitude and future consequences of the problem. Disorganized brainstorming process for a solution. Misalignment on the cost/benefit of different solutions. No clear ownership of the solution.

  10. What is a Problem Solving Meeting?

    Core Process Most problem solving meetings include these steps. Problem Definition Solution Goals & Constraints Identify Possible Solutions Select Approach Define Action Plan Confirm Next Steps Purpose Find a solution to a problem. Secure commitment to enact the solution. Work Outcomes A solution or possible solution options.

  11. Solving the Problem with Problem-Solving Meetings

    Sep 15, 2016 4 minute read Your team is facing a complex problem. So you gather everyone for a meeting, only to spend hours disagreeing on the ideal solution — with no progress toward consensus. Facilitating productive problem-solving meetings can be challenging.

  12. Problem Solving Meeting Template

    1 What's working? What were your goals last week and how did you do with them? Any wins? 2 Where are you getting stuck? If there is a problem, what do you think it is? 3 What can we do differently? Suggestions on how to overcome problems, roadblocks, etc. One thing to start doing ( Assignee: X) One thing to stop doing ( Assignee: X)

  13. Seven Best Practices for Problem-Solving Meetings

    Meet at the same time on the same day, even if the group leader can't be there. And never, ever meet for more than two hours at a time. Enforce that limit, because brains fry. Get the Right People in the Room: The problems a group will be working on should dictate group membership (never more than 15 people; more voices than that become ...

  14. Problem Solving Meetings

    Agreeing on the most optimal solution What truly is the most optimal solution can vary a lot, depending on the setting and situation. It is important to clearly define what the problem is, as well as agree on key criteria for the solution, in order to start identifying possible options.

  15. Problem Solving Template for Effective Meetings

    The Ultimate Problem Solving Template for Meetings. Engagement Multiplier. At Engagement Multiplier, we have extremely productive meetings - Stefan Wissenbach has made a science out of it! One thing we do that makes our meetings especially effective for creative problem solving is the "IDS" method, which stands for: Identify, Discuss, Solve.

  16. PDF RTI Problem-Solving Team: Facilitator's Guide

    See the RTI Problem-Solving Team: Initial Meeting: Introductory Talking Points that appears later in this document for a sample script that can be used at the meeting opening. STEP 1: Select Intervention Target(s).

  17. What is a Problem Solving Meeting?

    Teams use Problem Solving Meetings to analyze a situation and its causes, assess what direction to take, then create an action plan to resolve the problem. You can find an introduction to Problem Solving Meetings in Chapter 25 of our book, Where the Action Is . You may also want to visit the Learn More link, below, for resources to help you ...

  18. The MTSS Meetings Guide and Toolkit

    The MTSS Meetings Guide and Toolkit. A thriving Multi-Tiered System of Supports (MTSS) requires collaborative work and problem-solving at the schoolwide, classroom/department, and student level. The team meetings where this important work happens can be effective, practical, solution-focused powerhouses of change, or they can be a waste of ...

  19. How to manage meetings like an expert facilitator

    Sheesh. So many x-factors to keep track of! The good news is that meeting facilitation is simply a skill you have to practice. To help build your chops and conquer your fears, here are some pointers and pro tips that will help you manage your next meeting with confidence. Tip

  20. Role-Playing

    How to Use Role Play It is easy to set up and run a role-playing session. It will help to follow the five steps below. Step 1: Identify the Situation To start the process, gather people together, introduce the problem, and encourage an open discussion to uncover all of the relevant issues.

  21. How Curiosity Can Make Your Meetings

    Curiosity encourages you to pause before problem solving and engage your team members in productive conversation, rather than talking past each other. It invites colleagues to contribute their ...

  22. PDF BEP 126

    BEP 126 SN - Problem-Solving Meetings 1 BEP 126 - Meetings: Discussing a Problem (Part 1) Welcome back to Business English Pod. My name's Edwin and I'll be your host for the first in a two-part series on running and participating in a problem-solving meeting. One of the most common reasons for holding a meeting is to solve a problem.

  23. Best Practices for Meetings and How to Apply Them to MTSS

    INDIVIDUAL PROBLEM-SOLVING MTSS MEETING. GOAL. Evaluate school-wide health and wellness of MTSS practice. Monitor progress of students' receiving Tier 2 support and look for trends in support needs at the system, teacher, or student level. Deeper dive problem-solving for students not making sufficient progress, and to create/revise Intervention ...

  24. Dental Practice Management

    These scripts will serve as pathways to the best possible outcomes. Use script training to prepare everyone. Once your scripts are ready, schedule training sessions in which team members role-play with each other. They'll learn the problem-solving process that the scripts map out… and also how to follow that process using their own words.

  25. Solving For Tomorrow's Revenue Growth Problems

    Solving for tomorrow's revenue problems boils down to three key principals: embracing AI, improving productivity and investing in revenue enablement. Harness the true potential of AI.