More coffee? Lovely. Let's put that agenda together. Starting with Apologies.
Seriously - Apologies for Absence. Sometimes they're an absolute blessing.
You can beat yourself up with as many sticks as you like about what's gone before, and blame all the people you want for not being there for you along the way. You can invite endless streams of negative self-speak that damage your chances of progressing your Plan.
Or, we can mark them all down as Absent and forgive them (sigh of relief) for not being here today.
This is the time to be thinking straight. Forget the past, it's gone. The one problem you have to deal with now is that horrible negativity everyone's got so familiar with. You - and they - have to agree on a plan of action to turn this situation around and put Positivity into the best-practice mode it loves so much.
So what's Item 1 going to be? How about "Review"? Not much point in setting off for new territory if you don't know the way out of the old one. And since the old and new territories are going to be in the same physical location, all the more reason to take a good hard look at what it is you're really dealing with here.
The plant manager hosting the Corus project (mentioned elsewhere; the one that broke records with 1,000 Days No Lost Time Injuries immediately following course completion) was very much on board with his staff, treated them as equals and was able to gain from the programme so much that he sustained continuous improvements for the next four years before retiring in 2008. Prior to the programme, his best efforts had come to nothing because his team of 30+ steelworkers could see no personal benefit in changing anything. Everyone, Ged included, had to do some re-assessing - and I made sure they had fun with the process.
First you need a straightforward litmus test of what's feeding the culture right now. I can help you with a questionnaire that will get to the heart of the problem without pointing any fingers or getting anyone's knickers in a twist. But that's just a simple tick-box exercise. This agenda is really for you, the next step in getting to that goal you've set in Step One, edging towards the visible results you're going to see by the end of this course.
Item 2, then: The Mission. Once you've reviewed the situation - even if only in your head - you can look at the mission with more clarity. No good saying, "We assure all our customers of brilliant service," if the people talking to those customers are grumpy as luck [would have it, just when you need them to be shining the best light your company has to offer]. Look at your Mission from your own viewpoint. Your own Mission. What is it that you want to achieve from where you are at this point in time? A Mission is a How to Get There, it's a Pledge to Self of what you are going to do to make sure everyone succeeds in getting to where they want to be. Customers included.
Item 3: The Prototype. This is where we start to build from the materials gathered so far. According to the nature of your working environment, your plan of action has to be built around the factors in place at the time. When someone designs a car, they design it for the highway. Happy roadusers are at the heart of the Mission. Their spanking new vehicle might look great when it comes out of the prototype bay, but if it's built to run on rivers it's not going to be much good to people wanting to drive into town. So we need to study the components at hand to carefully craft from what's in your heart.
ACTION: This is the most important item on every agenda (it's sadly missing from most of them. Pow-wows alone won't cut the mustard when it comes to sustainable change management.) There will be something to do at this point. Nothing difficult, or strenuous, or even particularly challenging, but an Action must be taken here, to get you on the road. On to Step 3....