Mario Harik

And there are a few things that usually I do in meetings.

One, there's a rule of not using devices and being focused on the person speaking.

Number two, only one person speaks at a time.

So there is something very powerful of giving somebody your full attention and listening to what they are saying, because that leads to a much more constructive conversation.

And the third area is to be, it's okay to disagree.

And actually, disagreement is encouraged, but you have to do it respectfully.

You have to do it in a way focusing on the problem, on the information, not on the person, not on the subjective.

And I find these these kind of create a framework, a freely constructive meetings where at the end of them, we're solving real problems of how we can make the numbers better and how we can improve service and how we can improve employee satisfaction.

And it leads to a much better outcome there as well.

So in that particular case for our operating reviews, typically we schedule those on a monthly basis.

And a week ahead of the meeting, we send all the material out.

And then we send a survey that has in it where every person can submit what their top takeaways were.

And they can submit what their top questions to ask during the meeting as well.

And then we send another survey, once we get all this information back, where every attendee of the meeting gets to rank from a scale of 1 to 10, what they believe is the most important takeaway and what they believe is the most important question.

Now, I'll tell you, Shane, what's fascinating, because think about it this way.

Let's say I run pricing at our company.

The people attending and operating reviews are not necessarily only pricing people.

You have salespeople, you have operators, you have technology folks, finance folks, HR folks.

So they're looking at all of your data and all of your content, and they're all giving you feedback on whether it's a takeaway that they saw from what you are, all the information you sent out, or what a question that they want to ask.

Then when these takeaways and questions are ranked, this is where the magic happens because now automatically every person in the senior leadership team understands what are the good things and the bad things in that particular subject matter.