[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-244425-105":53,"doc-detail-244425-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","2026-planning-meeting-template","2026 Planning Meeting Template","","Planning meeting template for a combined Year-in-Review and Strategy & Planning session covering 2025 outcomes and 2026 direction. Establishes clarity and alignment through execution-focused planning using Four Disciplines of Execution (4DX): define a company-wide and vertical Wildly Important Goal (WIG), select lead measures, build a compelling scoreboard, and create a weekly cadence of accountability. Includes review prompts, premortem scenario, McKeown strategy questions, and structured worksheets for 100-day plans and measurement.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/2026-planning-meeting-template/244425/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/2026-planning-meeting-template/244425.png","ImageObject",442,249,{"name":88,"@type":89},"Tawan","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-20","2026-09-12",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",8,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"How does the template structure goal setting for 2026?","Question",{"text":109,"@type":110},"It uses Four Disciplines of Execution (4DX) to define one company-wide Wildly Important Goal (WIG) and one WIG for each vertical for the cycle. It then outlines tentative 100-day plans to guide execution through 2026.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"What are lead measures in this framework?",{"text":114,"@type":110},"Lead measures are the weekly activities the team controls that predict whether the lag measure (such as revenue) will be achieved. The template includes an exercise to identify lead measures by vertical or initiative.",{"name":116,"@type":107,"acceptedAnswer":117},"What cadence does the template recommend for accountability reviews?",{"text":118,"@type":110},"It recommends a weekly cadence with a short 15–30 minute review. The key questions are whether the team did the lead measures and what blocked progress.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},244425,1791726140,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":136,"language":137,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":138,"faqs":139,"seo_title":140,"seo_description":61,"update_tm":141,"read_time":79},2336475104042,"https://ap-avatar.wpscdn.com/avatar/22000c4c32af1715be0?x-image-process=image/resize,m_fixed,w_180,h_180&k=1786537525561427321","Purpose  \nAs we gather for our 2025 Year-in-Review and 2026 Strategy & Planning Meeting, our aim over the next two days is to create clarity, alignment, and momentum for the year ahead. Guided by the Four Disciplines of Execution, we will identify one company-wide Wildly Important Goal (WIG) and one WIG for each of our verticals. Together, we will outline three tentative 100-day plans that chart a focused, achievable path through 2026 —ensuring that what matters most becomes what gets done.  \nReview Our Foundation  \nWins / Changes from 2025  \n\n| WINS | CHANGES |\n| --- | --- |\n|  |  |\n\nWhat ASSETS do we have?  \n| PHYSICAL | DIGITAL |\n| --- | --- |\n|  |  |\n\nAmong our current offerings, what is the most . . .  \n\n| Fun |  |\n| --- | --- |\n| Exciting |  |\n| Rewarding |  |\n| Frustrating |  |\n| Annoying |  |\n| Profitable |  |\n| Capable of transforming our co. |  |\n\nAmong our current offerings . . .  \n\n| WHAT’S WORKING? | WHAT’S NOT WORKING |\n| --- | --- |\n|  |  |\n| WHAT’S UNDER-LEVERAGED? | WHAT’S OVER-LEVERAGED? |\n|  |  |\n\nIf you had a magic wand and could change anything about the way we do business, what would you change and why?  \nAssuming the current economic climate persists and we chose to add no new products / offerings, what revenues should we expect to achieve in 2026?  \n\n| OFFERING | NOTES | $ |\n| --- | --- | --- |\n|  |  |  |\n|  |  |  |\n|  |  |  |\n|  |  |  |\n|  |  |  |\n|  |  |  |\n|  |  |  |\n\nTOTAL $   \nPremortem: We have teleported into the future to January 1, 2027. This year was a total debacle and our business decreased by 60 percent. What happened?  \nMcKeown’s 5 Strategy Questions  \n1. Where are we now? (Current state/reality)  \n2. Where do we want to be? (Desired future state)  \n3. How do we get there? (The pathway/strategy)  \n4. How will we know we're making progress? (Measurement/success metrics)  \n5. What might change in our environment? (Future environmental scan)  \nEXISTING SITUATION ACTIONS DESIRABLE END  \nWHERE ARE WE NOW?  \nWHAT’S PUSHING US?  \nWHAT DO WE WHERE DO WE WANT TO GO?  \nNEED TO DO?  \nHOW DO WE NEED TO DO IT?  \nHOW TO MEASURE OUR PROGRESS?  \nWHAT’S STOPPING US?  \nWHY? DRIVING FORCES RESULTS WHY NOT? OPPOSING FORCES  \nELIMINATE?  \nCREATE?  \nWHICH FACTORS THAT THE INDUSTRY TAKES FOR GRANTED SHOULD BE ELIMINATED?  \nWHICH FACTORS SHOULD BE CREATED THAT THE INDUSTRY HAS NEVER OFFERED?  \nVALUE  \nCOSTS  \nREDUCE?  \nRAISE?  \nWHICH FACTORS SHOULD BE REDUCED WELL BELOW THE INDUSTRY STANDARD?  \nWHICH FACTORS SHOULD BE RAISED WELL ABOVE THE INDUSTRY STANDARD?  \nThe Four Disciplines of Execution (4DX) are:  \n1. Focus on the Wildly Important Goal (WIG)  \n2. Act on Lead Measures (vs. lag measures)  \n3. Keep a Compelling Scoreboard  \n4. Create a Cadence of Accountability  \nWhy this structure should work:  \n1. It's integrated, not fragmented. Everyone sees the whole puzzle, not just their piece.  \n2. It's realistic about rhythm. You're not expecting Spanish to have a \"big  \npush\"—you're planning steady-state. You're not surprised by the June event; it's baked into Cycle 2 planning from day one.  \n3. New initiatives get owned and sequenced. Online Training and Sponsorships aren't vague \"we should do this.\" They have owners and explicit cycles where they scale.  \n4. Three cycles > one big plan. You can adjust Cycle 2 based on what you learn in Cycle 1. You're not locked into a rigid 12-month forecast.  \n5. McKeown + 4DX work together. Five questions (below) give you strategic thinking. WIGs + lead measures give you execution.  \nWhy This Matters for Your Team  \nYour current process: \"Here's the revenue goal. Figure out how to get there.\"  \n4DX process: \"Here's the one thing we're focused on. Here's what we actually need to do every week to get there. Here's how we'll know if we're on track. Here's when we check in.\"  \nThe shift from goals to execution behaviors is where most teams fail. 4DX closesthat gap.  \nThese are not perfect documents. They're drafts. But they're integrated drafts—everyone sees how their work fits into th","cbCaiiYcmEW2Lvw1","https://ap.wps.com/l/cbCaiiYcmEW2Lvw1","pdf",346430,10,"English","# 2025 Year-in-Review and 2026 Strategy & Planning Meeting\n## Purpose and Meeting Outcomes\n## Review: Wins and Changes from 2025\n## Assets and Offering Performance Review\n## Revenue Expectations for 2026\n## Premortem and McKeown’s 5 Strategy Questions\n## Execution Framework: Four Disciplines of Execution (4DX)\n### Discipline 1: The WIG\n### Discipline 2: Lead Measures\n### Discipline 3: Compelling Scoreboard\n### Discipline 4: Cadence of Accountability\n## Post-Retreat 4DX Work","[{\"question\":\"How does the template structure goal setting for 2026?\",\"answer\":\"It uses Four Disciplines of Execution (4DX) to define one company-wide Wildly Important Goal (WIG) and one WIG for each vertical for the cycle. It then outlines tentative 100-day plans to guide execution through 2026.\"},{\"question\":\"What are lead measures in this framework?\",\"answer\":\"Lead measures are the weekly activities the team controls that predict whether the lag measure (such as revenue) will be achieved. The template includes an exercise to identify lead measures by vertical or initiative.\"},{\"question\":\"What cadence does the template recommend for accountability reviews?\",\"answer\":\"It recommends a weekly cadence with a short 15–30 minute review. The key questions are whether the team did the lead measures and what blocked progress.\"}]","2026 Planning Meeting Template | PDF",1789217154]