I worked with six leadership teams in January across six different cities. The last stop was an offsite with the team at Würk. Great work was done at this meeting as usual! However, we normally meet every 13 weeks to work on the business and coach the leaders—and this rhythm has served them extremely well.

The outcome of the meeting was great, but this quarter was different. The holidays and scheduling conflicts pushed their offsite almost a month later than usual.

What was interesting was how the team felt the difference. The CEO and her leaders all said the same thing: “We feel more disconnected than usual.”

And here’s the part that matters—they didn't feel disconnected because they weren’t meeting. They meet every week. But those weekly meetings are tactical. They happen in the middle of fires, client issues, hiring decisions, and the hundred other things flying at a leadership team every day.

There’s a unique kind of drift that happens inside leadership teams—and most leaders don’t notice it until it shows up in their results.

Weekly meetings keep the business moving.
Quarterly meetings keep the team aligned.

That’s the takeaway.

Leadership teams need regular time to step out of the business together. They need to close the laptop. Silence the phone. Exhale. Decompress. And then have the kind of strategic, high-level conversations that recalibrate the business for the next 90 days and beyond.

These quarterly days are a “slow is fast” discipline straight out of the Seven Habits worldview. If your team will slow down for one intentional day each quarter, you will move faster—with more clarity, more trust, and more alignment—for the remaining ninety days.

If your team feels the drift, do something about it.

​When was the last time your leadership team slowed down long enough to get back on the same page?