Turning Meetings into Momentum
Tasks that seemed “in progress” were actually stuck—and had been for weeks.
Decisions that were assumed to be made had never actually been communicated.
Owner approvals weren’t just “pending”—they had no defined process for resolution.
What had started as a routine team meeting turned into something far more revealing: a moment of clarity. The team wasn’t failing. They were highly skilled professionals, each moving at full speed. But something could be added—a structured way to surface unseen friction points before they slowed progress.
The Meeting That Changed the Conversation
Monday morning. Another Zoom call. Another week of navigating the complexities of one of our projects.
As the meeting kicked off, I leaned in and asked the team a two-part, carefully chosen question.
“What’s gone well over the past week or two? And what would be an even better if…?”
This wasn’t just a check-in; it was a strategic moment designed to shift the team from passive updates to active participation.
Slowly, the responses started rolling in. The AV package had been reviewed, saving the project a cool $50K. Planning board resubmissions were moving forward. The HVAC system had been finalized.
It all sounded like progress—until the real issues surfaced.
“I don’t actually know where we stand on some of these approvals,” one team member admitted.
“We’ve been waiting for an update from the structural engineer for weeks,” another added.
“I know what’s on my plate,” said a third, “but I have no idea what the owner team is prioritizing.”
This is the power of strategic leadership—questions don’t just confirm progress, they uncover friction points.
The moment these challenges were voiced out loud, the opportunity for proactive solutions emerged.
That’s when Sabrina, who works alongside me, stepped in.
Sabrina, an expert Agile coach and facilitator, is an integral part of how we continuously optimize our approach. We weren’t stuck or disorganized—far from it. We were already operating in a highly structured and collaborative way, but we constantly look for ways to refine our process and eliminate unnecessary friction.
“Before we start throwing solutions around,” she said, “let’s get clarity. I want to introduce a simple framework that will make our invisible problems visible.”
She pulled up a shared workspace we often use to create visibility—an interactive board that allowed us to map out the current status of tasks, approvals, and roadblocks in real-time.
“Instead of looking at what’s next, let’s start with what’s done, what’s blocked, and what needs review. No assumptions—just facts.”
At first, the team reviewed the board with skepticism. However, this wasn’t just another tool—it was an extension of how we already approached leadership: through visibility, accountability, and clear execution.
As they walked through the process, something sharpened.
Tasks that seemed “in progress” were actually stalled—and had been for weeks.
Decisions that were assumed to be made had never actually been communicated.
Approvals weren’t just “pending”—they had no defined process for resolution.
By putting everything on the board, the team could finally see where optimization was needed. More importantly, they could see how their individual contributions fit into the bigger picture.
Real Clarity, Real Ownership
The conversation shifted.
Instead of “I need this done,” people asked, “Who owns this, and how do we unblock it?"
Instead of blaming slow approvals, they asked, “What’s missing for the owner to make a decision?”
Instead of waiting for answers, team members refined their process, proactively taking ownership and streamlining execution.
By the time we wrapped up, the team had a refined action plan—clear next steps, assigned owners, and a shared space where updates wouldn’t get lost in endless email threads.
Where Strategy Meets Execution
I looked at our shared workspace again, but the real impact wasn’t the tool itself—it was the process that unfolded because of the way we guided the conversation.
From the start, I knew that unlocking the team required asking the right strategic questions—ones that wouldn’t just collect status updates but instead would reveal friction points and opportunities. Sabrina, in turn, listened deeply to what was not being said, recognizing the underlying issues that were preventing forward momentum. Together, we were able to structure the conversation in a way that led to a breakthrough moment.
This wasn’t about discovering a problem we hadn’t seen before. The team was already operating at an incredibly high level. It was about taking an already strong process and sharpening it, making collaboration even more fluid and execution even more precise.
The leadership approach—strategic questioning and deep active listening—was what made the difference.
“We’ve been working together for months,” I said, “but today, we refined how we operate at our best.”
The goal wasn’t just to track progress. It was about refining how the team worked—ensuring they didn’t just move fast, but moved effectively. With structured collaboration in place, the team became more agile, aligning efforts seamlessly and reducing inefficiencies.
The Leadership Takeaway
Great leaders don’t direct the conversation—they unlock it by asking the right questions and actively listening—beyond just the words spoken—to uncover what truly matters.
When leaders impose an agenda, the team becomes passive, responding to directives rather than generating solutions. But when leaders create space for structured reflection, the team takes ownership. The conversation becomes about their insights, their refinements, and their ability to drive efficiency.
By structuring my opening question to encourage active participation, I allowed the team to lead the discussion, surface roadblocks, and fine-tune our execution. Instead of me setting the agenda based on my observations, they highlighted what truly mattered to them. This turned the meeting into a strategic alignment session, rather than a reactive status update.
When leaders listen and learn from their teams, they enable an environment where excellence is not just maintained but constantly elevated. The right questions unlock the best thinking, making collaboration natural and solutions more effective.
Before pushing for progress, ask yourself:
Am I giving answers, or am I asking the questions that will lead to even greater solutions?