Status Report

The Status Report provides an overview of the health of your meetings and your progress in managing their improvement.

This page explains the structure of the Status Report, and how to use it to ensure your efforts on meeting improvement are yielding tangible benefits. Read more



Leadership is a measure of how the managers in a particular area are using data to guide, support and encourage meeting effectiveness in their people.

The top-level figure reflects how much time the manager is spending in looking at the progress of their people on-line.

Awareness tracks whether the manager is set to receive the status report by regular email as a stimulus for attention.

Adoption is a measure of the proportion of the area’s team members that are collecting meeting data via the calendar add-in. Read more


Feedback Effort

Feedback effort is a measure of the take-up of opportunities to provide feedback by the members of your team.

100% would represent a situation where all of the members of your team provided a minimum of one piece of feedback for each meeting which requested it. Read more


Goal Clarity

Goal clarity reflects the extent to which meeting invitations communicate the purpose of the meeting (objective) and, in outline, how that purpose is to be delivered (agenda).

A low score on goal clarity represents that a large proportion of meetings scheduled by your team are missing one or both of these key disciplines. Read more


Virtual / Async

Existing and emerging technologies mean that meetings no longer demand that people have to travel to the same place at the same time.

However, reduced travel and greater availability is only part of the benefit of these meeting developments. The virtual/async figure is a measure of the proportion of meeting time that is held using this environment.
Read more



It is not uncommon for senior people to have so many meetings scheduled that they don’t have time to progress any of their actions outside those meetings.

Productivity is a measure of the proportion of calendar time, during the working day, that is available to people for doing productive work on their own – thinking, strategising, reviewing, researching, planning, designing, observing etc.

However, it takes time for people to get into a mode where deeper insights can develop and quality work can be achieved in these areas, and this is only possible if that time isn’t forced into a short slot between one meeting and the next. For that reason we define a Productivity Block as a 90 minute window clear of meetings. Read more


Enablers and Results

The above elements reflect ‘enablers’ in the EFQM model – activities which can be effected directly, and which enable improvements in your business results (and meeting effectiveness). The elements below reflect the ‘results’ section of the EFQM model – these are the benefits which arise out of good use of the enablers, and where improvement needs to be effected more indirectly.



The Participation score is the average participation feedback received by your team within meetings.

Participation is a measure of the supportiveness and synergy that exists between people in meetings – the quality of relationships in the business. Read more


External Focus

External focus is a measure of the extent to which meeting time is being taken up by internal overheads versus exploring external opportunities and new business.

It is not only a measure of how outward facing the organisation is, it is also a measure of the internal efficiency of the organisation. Read more


Carbon Benefit

Carbon benefit is a measure of the extent to which your meeting programme is incurring travel.

It is calculated as the proportion of meeting time which has no associated travel time (meeting time, less travel time, all divided by meeting time). Read more



Value-add is a measure of the perceived value added by your meetings to the work of your colleagues in sustaining the business.

It is calculated as the average value of feedback across all meetings. Where we do not know the perceived value-add of a meeting, either because feedback was not enabled or not given, in the absence of the data we assume the score is zero. Read more

Compound Score

The total score figure in the grey box is then calculated by adding the headline scores for all nine boxes – this provides a viable maximum of 900 points. Read more



Each Status Report covers the team at the level of the manager who receives the report. The table below the graphical representation of those figures shows the scores for all of the component elements of the top team – the people and the business units who report in at that level.

The table is colour-coded in order that actions can be allocated to the areas of the team that will be best placed to improve their local scores, and thereby bring up the overall performance of the team.