Introductions and chit chat (2 mins)

Quick opportunity for the team to build rapport and break the ice.

Expectations and purpose (2 mins)

• What are you looking to achieve in this meeting?
• What is required from attendees?

Discussion points (10 mins)

• Attendees to add any applicable discussion points here before the meeting.

Action items (3 min)

Each item should have a clear deliverable, date and person responsible. Which stakeholders will be affected and how will they be informed?

Required resources (1 mins)

• Include a plan to get these resources in place too.

‍

Add these meeting notes to your project management or meeting notes software and include in follow-up communications

Attendees

A skip one-on-one meeting is a meeting with managers or senior leaders in the company with those who are in junior positions. It is important not to have the meeting with a direct report in order to get honest and accurate feedback. To be truly effective you must create an environment in which the employee feels comfortable. Ideally, the manager should have a relationship with the individual being interviewed. Remember these sessions are about listening and learning from different perspectives in the organizations. 

‍Preparation‍

Managers should come armed with questions about the business based on data they’ve reviewed in advance — both qualitative and quantitative. 

Here are some questions you might want to ask in your one-on-ones:  

• What is the morale in the office from their point of view?
• How they are feeling about his or her team?
• What their manager is doing well and not well?
• What obstacles are they facing in their job? (If you are their skip-level manager, take steps to unblock these obstacles — it will mean a lot to the person that you took action.)
• Do you understand the company’s goals and how your team’s goals fit into that picture?
• Do you feel like you can do things you believe are right for the business?
• Do you think leadership acts consistently with your values?
• What would make work better for you?
• When was the last time you took a vacation?
• What is your sacred space? Do you feel like you have time for it?

Open Forum

• Ask the interviewee if there is anything that was not covered above that they would like to add?
  

Key Wins

What are you proud of from this past week?

Discussion Points

What do we need to discuss in more detail?

• Item #1
• Item #2
• Item #3
  

Important Decisions

Where do you need my input? What decisions should we make in this meeting?

Personal Development 

How are you tracking on personal development and goals?

Parking Lot

Let’s put these topics on hold for a future sync

Launch Plan:

🔗 Resources

• Asana Link:
• Wishlist Item:
• Demo:
• PRD:

🗓️ Launch Details

• Date(s):
• Success metric(s):
• Beta flag:
• Slack channel:

📝 Messaging Framework

• Name of the product/feature:
• Target customer:
• Customer problem:
• Feature details:
• Messaging pillars:
• Teachable concepts:

🐥  Beta Plan

• Dates:
• Duration:
• Goal:
• Documentation:
• Target group:
• Feedback collection:
• Communication timeline:
• Summary of findings:

🎓 WFU Articles to Update

Article:

• Notes

Article:

• Notes

📥 Production

Asset:

• Details
• Owner

Asset:

• Details
• Owner

📣 Distribution

Initiative:

• Channel
• Owner

Initiative:

• Channel
• Owner

🗓️ Timeline

Date:

• Milestone

Date:

• Milestone
  

Customer Roadmap

Develop a roadmap with the customer and all stakeholders showing the pieces of the sales processes that have been started and which ones have been completed. Creating a framework that shows progress and what to expect creates transparency with your customer which leads to better customer outcomes.

Collaboration

Add all the stakeholders to a living document or collaborative meeting note platform and integrate it with your team's CRM (like Salesforce). Your customer should feel like they are a part of the process, whether that be the sales process or ongoing customer partnership.

Progress Updates

Keep a history of the progress along the roadmap to closing a deal to drive the deal. Great living roadmaps of all sales processes are essential to closing deals on time - in every sales process the customer controls the gas and you control the brake.

Questions

Make sure that a customer meeting never ends with a customer having doubts, questions or uncertainty. Encourage your customer to share any concerns, roadblocks or questions.

Next Steps

Where to from here? When's the next meeting? What should happen between now and then?

Lighten the mood

Say hello and add a bit of joy to the meeting. Get everyone to share something fun they did recently, the best thing they ate over the weekend, etc. 

What problem are you trying to solve? 

Write this out. 

There are three main types of meeting goals:

1. Understanding: Make sure everyone feels like they know what’s going on, inside, and outside the team
2. Alignment: Make sure everyone on the team is aligned
3. Connection: Tighten the bonds between everyone on your team
   

Manager shares useful information

What’s important for the team to know about what’s happening inside and outside of the team?

• Upcoming changes to the team
• Updates on planning timelines etc 
  

Team members useful information

• Upcoming launches
• Process changes
• Learnings, etc
  

Next Steps 

• Highlight the main insights from the meeting and the upcoming priorities
• Clarify who's in charge of completing the next steps and expected completion dates

🔥 Hot Deals

What opportunities are on the table?

🤝 Existing client tasks

Provide updates on outstanding tasks with existing clients.

• Task #1
• Task #2
• Task #3
  

🤑 Sales Enablement & Scoping

How should we prioritize and scope out next projects?

‍

Introductions 

• Introduce/greet attendees
• Outline the agenda items 

Value proposition

• Introducing your company and the products/services you provide 

• Ask the partner to introduce their company and the products/services they provide
• Discuss synergies and value proposition

Plan

• Identify owners for a relationship at both ends
• Draft joint business plan with owners and timelines. This should include an agreed-upon vision of success, steps required to achieve success, timeline, communication or reporting agreement etc

End

• Setup follow up cadence, date and meeting
  

Preparation

Note any documents that need to be reviewed or activities that need to be completed before the workshop.

Problems

Focus on the customer’s experiences. Prioritize them in order of severity and choose one or two to focus on. Resist the desire to skip ahead to “fixing” until you have organized the problems you are going to solve.

Solutions Brainstorm

It’s time to figure out how to solve the problem, design the flow, or develop the plan.‍

Brainstorming tips:

• The more ideas the better!
• Don’t worry about how feasible an idea is just yet (Expensive ideas may lead to other ideas that fit your resources)
• Provide sketching materials. Encourage everyone to visualize the solution
• If the group is large, break into smaller, cross-disciplinary teams and then report ideas back to the group‍

Size & Prioritize

List your potential solutions in the following format --> Solution | Impact | Effort

• Rewrite all site copy | medium | medium
• Leverage API to automate enrollment | medium | large‍

Do we need to...

• Gather more evidence? (Can we understand the problem better?)
• Explore alternate solutions? (We loved these solutions but they’re too big. Let’s find a quicker fix to fit our timeline)
• Research solution size in more detail? (We need more information to understand which solution requires less effort)‍

Next Steps

• @name Task by DUE-DATE

Parking Lot

Store topics and ideas that are out of scope or beyond reach for this workshop.

Attendees‍

A working group is a defined set of people, usually coming from multiple teams or disciplines to fix a common business challenge.

Define the problem

Review the goal at the beginning of every meeting to remind group members of what they’re trying to achieve. Since the problems you’re tackling can be broad and fuzzy, having an explicit goal can also help you decide what is and isn’t the responsibility of the group.

Review past decisions

• Have you fixed the problem you set out to solve?
• Has the problem been solved another way?
• Has the company changed? Have its needs changed?
• Is the group still the most effective way to solve this problem?
  

Here are some questions to fill in to see how your solutions fit into your wider goal (check out how Etsy used this method to define "design excellence" for their team) 

• What motivates this work?
• What are the goals of this solution?
• What characteristics should the solution exhibit?
• Who should benefit from this solution?
• What informs this solution?
• When and where should this solution be used?
  

Set milestones

“In order to be effective, the group has to ship; in order to ship, milestones should be established from the beginning.” Without delivery dates in place, it is impossible to create an action plan that accurately reflects the speed in which you must be working to achieve your goals. 

‍Preparation

The most important aspect of this meeting is the meeting memo. This way you don't spend half the meeting briefing one another. Here is what you need to include in every board memo: 

• Each team leader writes their own section, no more than 1-2 pages summarizing the state of the business. Introduction, things going well, challenges, plans for the future, update on items from last time. These sections can contain graphs and charts
• The CEO summarizes and provides a narrative at the beginning of the document
• The VP Finance attaches the financial statements and key reports
• The team circulates the narrative with the board ahead of time. Board members comment and ask questions as they read. The team clarifies points and provides analysis where necessary

Meeting Minutes

Call to Order

• A [meeting type] meeting of [organization name] was held on [date] at [location]. It began at [time] and was presided over by [chairperson’s name], with [secretary’s name] as secretary
  

‍Attendance

Voting members

• ‍
  

Guests

• ‍
  

Members not in attendance

• ‍

‍Approval of minutes

‍A motion to approve the minutes of the previous [date] meeting was made by [name] and seconded by [name].

Matters up for decision:

• Major strategic decisions
• Routine decisions
  

Matters up for discussion: 

• ‍‍
  

CEO report: 

• Current pressing issues
• Matters for approval
• Update on strategic plan implementation/rollout 
• Critical Key Performance Indicators 
• Risk and compliance update
• Discussion around financial statements and key reports  
  

Committee minutes 

• Audit and risk committee
• Governance committee 
  

Other matters for discussion

Meeting finalization 

• Actions to be taken
• Items for public disclosure
• Next meeting
• Meeting close

Preparation

‍
The most important aspect of this meeting is the meeting memo. This way you don't spend half the meeting briefing one another. Here is what you need to include in every board memo:

• Each team leader writes their own section, no more than 1-2 pages summarizing the state of the business. Introduction, things going well, challenges, plans for the future, update on items from last time. These sections can contain graphs and charts.
• The CEO summarizes and provides a narrative at the beginning of the document.
• The VP Finance attaches the financial statements and key reports
• The team circulates the narrative with the board ahead of time. Board members comment and ask questions as they read. The team clarifies points and provides analysis where necessary.

Take stock of the work you performed

Take stock of the events and work you performed. Ashley recommends using Trello. Pull up the calendar view and have each team member make sure that all of the projects they worked on over the previous quarter are represented. It should take about 10 minutes to add all the items to the board.

Label with feelings

Once the team is on the same page and you have a view with all the projects, have everyone go through the ones that belong to them and label it with a feeling. You can start with 5 basic feelings and expand as needed: 

• Happy
• Sad
• Frustrated
• Proud
• Indifferent
  

Review for each team member

Take 15 minutes to go around the room or conference call and have each team member talk a little bit about 2-3 key projects and why they assigned them a certain feeling. It sounds kind of touchy feely, but it’s actually really helpful when you look back over a quarter and you can identify places where you should allocate time elsewhere.

Brainstorm action items

Last but not least, take the last 20 minutes of the meeting and spend some time brainstorming how you could allocate tasks a little differently to maximize positive sentiment across the team. If Tom is stressed out working on user-facing projects and doesn’t enjoy it, maybe there is another team member who is energized by similar projects. Managers should run this discussion, chew on the feedback, and think about action items going into the next quarter.

‍

Hi All!

How is everyone doing this week? What is everyone's headspace?

• Manager #1
• Manager #2
• Manager #3
  

Last week's highs

Share some highlights from last week that lifted your spirits:

• Manager #1
• Manager #2
• Manager #3
  

Last week's lows

Share some moments from last week that were tough:

• Manager #1
• Manager #2
• Manager #3
  

General update

Report on any general updates within your teams. 

‍

Last week’s goals

How did you perform against last week’s goals?

‍

This week’s goals

Set some goals for this upcoming week.

‍

Last week’s tasks

How did you and your team progress on outstanding tasks and projects?

‍

This weeks’ tasks

What’s on your list this week?

‍

Anything else to note or share?

Include any other items to discuss here.

‍

Reminders

Include reminders to come back to in future meetings.

Kick-off the meeting

Ask your team member about the highlight of their week (this doesn't need to be restricted to work; anything will do)

Read your team member's prepared update in silence 

Have your teammate create an update prior to the meeting. The update should: 

1. Center around their OKRs for the month/quarter/year. Split into 'what went well', and 'what could improve' sections around each objective
2. Track progress towards their KPI's
3. Summary of any pertinent information about how their goals have gone. e.g. What new information did you gather about the customer? The product?

Go through your team member's issues (and proposed solutions)

Try to keep to a few minutes for each issue and not get bogged down in minutiae. For clear asks, give an immediate response or create a follow-up task. Otherwise, we recommend helping people come to their own conclusions, it'll foster a sense of healthy independence.

Cover any open-ended discussions (time for blue-sky thinking)

Prompt your report to create topics prior to the meeting.

Ask, "what are your three most important things to get done by this time next week/month"

Preferably whatever they come up with should be related to their OKR's. Jot down the three tasks in your project management system, set the owner, and the due date for the next one-on-one. 

Feedback

Be extremely candid and clear with your critical feedback, leave no room for interpretation. Make sure to give both positive and negative feedback. 

High-five

This seals any commitments and parts of the meeting with a good note. 

Location

For Town Halls, access the meeting via a video chat. This is a powerful way of creating a shared experience across the entire company, wherever they are. 

Department Updates

Town Halls are a great way to hear about what different teams and departments are working on by setting up demos, or sharing statistics with the entire company. In the absence of in person communication day today, it’s easy to run into the trap of different teams feeling siloed and out of the loop. It is also a good time for management and executives to reiterate the bigger picture in terms of company priorities.

Solidifying Company Culture

The first card read aloud is called Town Hall Announcements. The 10 items in the checklist on this card are akin to the “10 commandments” for the company. These state the core philosophies of the company and the company culture.  At the beginning of each Town Hall, someone reads these 10 principles out loud so that they are reiterated to the entire company. We always have a new hire read the list so that they become familiar with these philosophies. 

An Open Platform For The People

The goal of a Town Hall is to have a transparent company wide meeting with an open forum for any employee to be able to ask questions, voice concerns, celebrate great contributions, or update the company on their work.

Anyone can add a card to Announcements/Questions with the goal of addressing every single card on the list during the town hall. If you add a card to the list, add yourself to the card so that the meeting moderator can call on you when your card comes up.

Celebrate Successes

Town Hall meetings are not all business. The meetings are a rare opportunity when the entire team is together, which is especially novel in distributed companies. Take the time to build your employees up by establishing fun traditions and finding different ways to celebrate successes.

Easy Access Meeting Minutes

Of course, once a town hall is done this doesn’t mean it should be forgotten. Meeting Minutes from the Town Hall should be easily accessed by all employees after the meeting is over.‍

Purpose

Capture learnings from [initiative] and identify what went wrong so we can get better

The Situation

Put all the details of what happened here. Only the facts. Make sure you answer who what where when why. Customer feedback is good to include if we have it. Include any and all mistakes and what went well. Break up into sections, like “research” “engineering” “customer feedback” “the feature” “marketing efforts” etc.

The results

What happened as a result of the situation? This could include how an initiative performed, what happened as a result of a bug, how a feature fared, etc. Support this section with data

What went wrong

All the details of what went wrong. Opinions are welcome here. Be fair to other people who were involved and let them add to the postmortem or give you context as needed. In the case of bugs, what we could have done better to prevent a problem can be included here as well.

What we can do better next time

Whatever we learned that will affect how we do things next go around, it goes here. This is the synthesis of everything we’ve figured out from doing the postmortem.

Action items

Any action items we have, and who owns each of them, plus dates if possible

Updates 🔖

Where have we made progress since we last chatted?

Next Steps 🐾

What action items should we focus on next?

Questions 🙋‍♀️

Any questions or discussion topics to dig into?

Comments 🎉

Additional comments or notes to call out?

Team Structure

• How is their sales team aligned?
• Employee bands; geographies; verticals
• How do they work with Marketing?   
• Do they have their own Marketing in BD?

Company Focus

• Who is their buyer?  User?
• Verticals where they are strong?
• Prototypical customer (company brand)?
• Who are their biggest competitors?

Partners 

• How do you segment partners?  How do your colleagues think about working with partners?
• Who are your strongest partners?  What’s the GTM motions with those partners?
  

Timing + KPIs

• Is there a specific forcing function that is creating this conversation now?
• What are the key milestones and next steps?
• How will you measure the success of this partnership?
• What do you want to get out of this partnership?

Meeting Follow-up

• What are the next steps?
• Send clear action items + a note to the partner in email; assign any tasks in other software
• Do you need to tell any internal stakeholders?
  

Say Hi

‍Make sure everyone's here and ask for a volunteer scribe.

Kickoff each meeting with a quick update from each team

If anyone else has any questions about something relating to one of the other teams, now is your chance to ask. (2 min per update)

• Marketing
• Design
• Data & Analytics
• Product Managers
• Community
• International

Go through the items that people added to the agenda

Ask whoever added the item to introduce it and lead that part of the conversation. 

Sum up next steps/actions

• Clarify what actions need to be taken and assign a responsible person for each task
• Choose someone else on the team to be meeting lead next time and add it to next week's agenda‍
  

Executive Business Review and Purpose 

Outline the purpose of the meeting and briefly go over the topics you will be covering as well as your goals for the next quarter. Make sure to emphasize ROI during your introduction. 

Specific elements of a QBR that may become a standard part of your delivery:‍

Last Quarter Review

If done regularly, the output of a QBR should include the stated goals for the next 90 days with the intention of reviewing and comparing results against those goals at the next QBR. So the starting point for preparing for a QBR is to review and assess the goals and results for the past quarter.‍

Support review

• How many cases were opened and closed
• Breakout by type and severity
• Average time to resolution
• Any currently outstanding

Health scorecard

• Overall health score
• Scorecard methodology and results
• Health score trends

Lifecycle stage

• Where is the customer today
• Where were they 90 and 180 days ago
• What will it take to get to the next stage

Benchmarking

• How does this customer compare to others
• Where are they falling short and what needs to happen to get them up to, or past, the benchmark

Product usage

• What does usage look like along with trends
• Which features are being used, which aren’t
• Most active users
• License deployment and value received

Goals and Recommendations

Outline the goals and recommendations you have for the next quarter and open them up for discussion and approval. Have a concrete plan in place for achieving these goals. 

Summary and Next Steps 

• Summarize the key priorities and next steps for the upcoming quarter
  

Key points to cover/know going in‍

• List out the most important information you need to know before entering the meeting (i.e. they're considering a competitor, we're making a major update to the integration, new key hire, etc.)‍

Agenda

• Introductions
• Mutual Progress and Roadmap Updates

May want to include company level updates that may be interesting/spur ideas or a product/service overview if appropriate

• Integration Discussion

Product focused discussion on current or prospective integration

• Go To Market Discussion

Co-marketing, how can we promote the partnership and/or how have promotions fared

• Open Q&A

List your questions and any they may have had from prior convos

Takeaways‍

Raw notes go here before you consolidate in to bullet points

Next Steps

Preparation

Attendees

• Invite stakeholders that are representatives from each discipline that is relevant (design, product, engineering, etc)
• Assign a facilitator that is neutral to act as the scribe and decision-maker

Space 

• Choose a spot that the team doesn’t regularly use for meetings. Be sure to have a big blank wall where you can place post-it notes from your brainstorming session

Time

• Consider one hour for a micro-session, three to four hours for a medium-sized discussion, and a full day for a larger project

To bring

(if this is a virtual meeting try to use online tools to mimic the post-it notes)

• Chart paper
• Post-it notes
• Dot stickers
• Pens

Brainstorming Session‍

Break the Ice

Tell me a story about… What did you want to be when you were younger... Where do you want to go on holiday and why? etc. 

To make sure your session remains focused, you should begin with a question. What specifically are you trying to solve?

1. How can we get people to perform X specific action?
2. What would lead to increased conversion on X client’s site?
3. How can we achieve X result?

Establish rules for the session

• No idea is stupid
• Postpone criticism. Feel free to ask clarification questions, but wait until the team decides whether to dig into that particular idea to provide any constructive feedback
• Don't focus on the solution in the early stages of the brainstorm — just focus on the problem
• You don’t need to raise your hand to speak, but make sure you’re not cutting anyone off
• No phones or laptops

Brainstorm

A great way to encourage everyone to speak up and to mitigate groupthink is to begin with silence: a solo brainstorm where each individual writes down all of their ideas on post-it notes. This should only last a few minutes. Be sure to use a timer to make sure you stay on track. As people are jotting down their ideas, the facilitator can begin to collect those post-its and start grouping them into themes and concepts onto the whiteboard or blank wall.

Voting

After the initial brainstorming session, it’s often useful to have small, circular colored stickers so that people can vote on their preferred ideas. Consider giving each person a maximum of two stickers (or “votes”) per brainstorming sprint, and dole them out accordingly.

Summarize

The facilitator should paraphrase and synthesize as many of the points as possible to make sure everyone is following.

Prioritize

When the top ideas have been voted upon, it’s time to decide how to take action. Here are two questions the group should determine before leaving the room:

• What is our deadline? This will vary greatly depending on the scope of the project. It could range from next week to the end of the year. Make sure you choose an ambitious, but achievable, timeframe
• Who will own this? It could be that the Project Manager will take ownership of each of these line items, but cross-collaboration between teams means there could be multiple stakeholders for each item

Objective

To engage and educate the prospect.  The objective is to get the prospect to want more information, demo, executive summary, and determine whether they are a good fit.

Research

Research who are our customers in close proximity to them.  Know their contact names.

Agenda

Fill in the answers below during the call:

• How did they hear about us?
• What solutions are they using currently?
• What are their future plans?
• Etc.
  

Product Pitch

Explain value of your product and establish credibility if the fit is right

Next Steps

Record next steps for us and the prospect then add to Salesforce

Product Overview

• ‍
  

Target Audience

• Specific, animate detail about who we’re talking to and they’re state of mind related to the product launching
  

Core Benefits

• List each one using bullet points for easy reference
  

Marketing Strategy

Key Audience

• ‍

Core Message

‍Not copy, but the primary message you want all channels to convey.

• ‍‍

Value Proposition

Value Prop #1:

• What are we selling?

Value Prop #2

• What makes it valuable?

Value Prop #3

• What is the positive impact?

Secondary message

• ‍Use sparingly. Try to keep your messaging single minded.

Notes

• Key things to be aware of.

Channel Plan

• Channel | Tactic | Owner | Due date
  e.g. Email Marketing | Create a series of emails for the product launch to send to priority customer accounts | Josh | March 20

Success Metrics

• [Project name], led by [marketing champion name] aims to increase [primary metric] from X per week to Y per week within Z weeks or by [date].

For example:

• Awareness (increase site traffic to XX page reviews)
• Acquisition: (increase installations by XX)
• Activation ( increase % of referrals)
  

Key Dates

Projected launch date:

Comms launch date:  

‍

Key Insights & Data

Summary

• ‍

Data

Any relevant charts or data

Customer Account Information: 

Company Name: 

Industry/Sector:

Company Size:

Contract Sign Date:

Contract Length:

Customer Team Information:

First touch: 

Most engaged user:

Buying Decision Maker:

Team who will be using the product the most:

Internal Team Information:

Customer Success Manager:

Sales Team Member:

Other Key Stakeholders & Their Roles:

Customer High Level Goals

What is the main business objective of the customer? How do they generate revenue?

Why Our Solution?

What challenges or pain points does our product solve for the customer? What benefits or features are they most interested in?

Is the customer migrating from a competitor? Why?

Defining Success (Customer)

How will the customer determine if our product is helping them meet their business goals? 

Defining Success (Internally)

What key metrics will we use to make sure the customer is healthy and we are successful? 

‍

Some suggestions (find this information in Vitally):

NPS Score

Health Score

Average MRR/ARR

Number of Users

Product Usage

Product Setup

Work & Communication Style

What is the customer's ideal working relationship? What is the best way to contact them?

Growth Opportunities

How can we tailor the product or experience to better suit the customer? What features do we want to encourage the customer to use based on their business goals?

Red Flags & Risks

Were there any hesitations or hiccups encountered during the sales process? How can we ensure these don’t happen during and after the customer handoff?

Next Steps for Team

What do we need to do next to keep the customer healthy? List all actionable steps and the team member responsible for each one.

Next Steps for Customer

What are the next steps for the customer? Is any training required? More feature implementation?

Other Important Notes

Is there any other information worth sharing?

Note Actions

Add Vitally for the suggested metrics

Project overview

Include details of the project here with a link to any additional specification documents. Make sure you note who owns each part of the workload if relevant. This should be filled out in advance, as it sets the context for the rest of the meeting that follows.

Potential outcomes

Start off by thinking critically about the feature or product, laying out possible outcomes for how people might engage with whatever you’re working on. For example, let’s say you are adding a checklist to your product to increase activation. One possible outcome is that users don’t engage with the checklist at all!

• ‍

Reasons for outcome

Next up it's time to brainstorm the reasons that the previous outcome might occur. Maybe the checklist blends in with the other UI elements? Maybe people see it, but just don't want any guidance. It's important to go broad and generate lots of ideas, especially the negative ones.

• ‍
  

Scenario responses

Last but not least, ponder how you would respond to that outcome. If the checklist doesn't stand out among the other elements, would you add more color or make it bigger? Will you cut your losses and try another approach?

• ‍
  

⚠️ Cover first

Jot any items deemed urgent, critical & or need to be addressed/discussed asap rocky (outstanding items, system bugs, etc.)

📣 Trello updates  

• Update #1
• Update #2
• Update #3
  

💬 Notes: Insert any additional notes on the above updates

🏆 Lil' Wins

Share a small/big win or TIL moment that we've recently had (ex. Feedback, unknown functionality, etc — literally anything to rejuvenate us)

Person #1:

Person #2:

⛔️ Action Items:

Add a task on the right to log each action item, then push directly to the Trello board

What are you selling and to who?

Don't forget this fundamental question to ensure your call achieves its outcome.

What is the customer looking for? Why?

Consider the job-to-be-done. What is the customer looking to achieve?

How many users will they have? Who will be using the product?

Which roles, types of users and departments?

What are they using today?

Which product, solution or workaround will your product be replacing?

What are they comparing your product to?

This is an important consideration so you can convey value over the alternative.

What questions did the customer have? How did you answer them?

Make sure you capture these questions to understand what the customer needs to know, and how you could improve your pitch next time.

Any product feedback to note?

Sales calls are a great source of bugs, feature requests, and improvements to pass on to the rest of the team.

Team

• Founding story and insights
• Overview of key team members

Business Overview

• Market size and dynamics
• Product overview: why is it 10x better?  
• Where does it go from here?
• Go-to-market: what is the distribution and customer acquisition model?
• Why will you succeed?

Metrics

• Market size and dynamics
• Key growth or financial metrics, KPIs
• Customers  
• Cash burn, runway

Competitive landscape

• Competitor #1
• Competitor #2
• How is the company differentiated, why will it win, or what makes it 10x better?

Funding history

• Capital raised to date, main investors, date of last financing
• Fundraising plans

Next steps

• Follow up plan

🎯 Learning goals

• What makes the person/company lose opportunities? How many/times? How? Why?
• What's making them lose time on a daily basis?  
• What does their workflow look like? Internal structure? 
  

💬 More info

Include additional information and background about the customer if relevant

‍

🔮 Magic wand 

Ask the customer what he wishes existed to solve the problem mentioned in the call. Why?

‍

💻 Workflow tools

Document any notable tools or software that the customer relies on 

‍

⭐ Next steps and commitments

Conclude note with next action items and any commitments made to the customer

‍

Glossary for Emojis in notes

• :) = Excited
• :( = Angry
• ⚡ = Pain point
•  🥅 = Goal with solution
• [x] = Obstacle
• ⤴️ = Workaround
• ✅ = Feature request/needed
• 💲 = Budget 
• 👤 = Key contact mentioned
• ⭐ = Next steps/commitment (time, reputation or money)

‍

Engine Dashboard Overview

Have each functional team (sales, marketing, product, etc.) prepare and give an overview of how they're running.

Include:

• Goal’s and how they're tracking
• Update on sub-processes
• Key wins, losses, opportunities, concerns
• What we're focused on‍‍

‍Observations and Learnings

• Customer anecdotes 
• Feedback
• Other

‍CTAs / Asks

• What does each functional team need from the rest of the leadership team
• Follow-ups and actions (all actions need a directly responsible team member and a due date)

⭐ Checking in

What's new in your world?

🎉 Recent Wins

I'm feeling good about...

🚧 Current Obstacles

I'm stuck on...

📍Other Topics

Include any additional discussion items

🗓️ Next 2 Weeks

I'm committing to...