Summary

0. Properties - Meeting Date: 2024-02-28 - Meeting Type: 1x1 - Note Type: Summary - Attendees: Scott Warner, Vera Rodehutscord

1. Meeting Summary We reviewed the current OKR rollout, leadership engagement, and departmental readiness. Vera's workshops surfaced a broader gap in departmental vision-setting and basic familiarity with OKR/KPI concepts. Marketing is the exception given their annual campaign cadence; most other groups are reacting rather than executing against a clear plan. We aligned that Q2 should be treated as an exercise to build the muscle, with a stronger, two-step facilitation model that drives real team ownership rather than leaders prescribing objectives.

We agreed my push in Logistics was necessary this round due to time constraints, but our future model must slow down enough to teach teams how to build good objectives and key results. We'll improve communications and training in March so people understand the language and intent of OKRs/KPIs, and we will reduce overreliance on AI-generated phrasing that teams do not fully understand.

Operationally, we covered: - Office remodel - HQ approved; Compass onsite next Thursday for layout review and updated quote/timeline. Tanner will step into primary vendor comms with Vera's support. - IMM (Germany, June) - Corporate needs flight details by March 6. Hotels are handled; flights should be booked now. We'll sort ground transport later. - April Europe trip - pending my outreach to Bernd next Wednesday; Vera will set personal travel if we do not confirm next week. - Canada trip - Vera and Tanner to plan for first half of the year, after June, to familiarize Tanner with the facility (Vera to send a short business case). - Spanish classes - I need to reengage and likely hand scheduling to Sandra. - Coffee machine - with the service vendor; diagnostics show no issues; awaiting quote and expecting return within two weeks.

People updates: - Minnie is struggling more than usual - likely a confluence of workload, coordination complexity in Fleet, and personal stressors. Her ask for "quiet time" underscored the issue, but shifting hours alone will not solve it. I will meet with her early next week to understand root causes and support a structure that works. Vera will continue to help on focus-time tactics and workload clarity with Tina. - Logistics leadership needs to get more comfortable with change and ownership (Jon felt disengaged). We need to bring Gage in more intentionally; I will follow up. - Vera will bring an OKR framework to Clint and Matt next week after I review it and we align on structure.

2. Attendee List - Scott Warner - Vera Rodehutscord

3. Action Items - Scott: Finalize Logistics OKRs and related guidance by Monday. - Scott: Book IMM June flights and send details by March 6; check hotel checkout vs flight timing; coordinate with Vera. - Vera: Book IMM flights and submit details to Sandra by March 6. - Scott: Reengage Spanish classes and hand off scheduling to Sandra as needed. - Vera: Host Compass onsite next Thursday; obtain updated remodel quote and rough timeline by end of next week; transition primary vendor comms to Tanner with oversight. - Vera: Track coffee machine service status; review quote; target return within two weeks. - Scott: Meet with Minnie Monday/Tuesday afternoon next week to understand needs, discuss focus-time solutions, and align on workload/priorities. - Vera: With Tina, structure Minnie's weekly focus blocks and reception coverage; redirect low-value tasks when needed; escalate support asks early. - Vera: Document fleet vehicle return condition issues; review Fleet Handbook terms; consult Legal on possible recourse or policy enforcement. - Vera: Draft a short business case for Vera and Tanner's Canada visit (objectives, timing after June, costs) and send to Scott. - Scott: Share 30-60-90 template with Vera for Tanner's onboarding and performance checkpoints. - Scott: Share the meeting recording tool with Vera and make it simple to use. - Scott: Proactively connect with Gage to increase his involvement in upcoming initiatives. - Scott: Send Bernd the request for the April meeting; confirm go/no-go with Vera by next Wednesday after my sync. - Vera: Build the March communications/training plan to prep teams on OKR/KPI basics ahead of Q2; propose a two-step quarterly OKR workshop structure and review with Scott before meeting Clint and Matt.

4. Relevant Timelines - March 6 - IMM flight details due to HQ (Scott, Vera). - Monday (next business day) - Finalize Logistics OKRs (Scott). - Next Thursday - Compass onsite for office remodel; updated quote/timeline due by end of next week (Vera/Tanner). - Early next week (Mon/Tue afternoon) - Scott to meet with Minnie; align on support plan. - Next Wednesday - Scott to sync with Bernd; confirm April Europe trip; inform Vera same day. - Within March - Finalize OKR comms/training plan and Q2 workshop design (Vera, with Scott's input). - ~2 weeks - Coffee machine expected back from service (Vera). - After June - Plan and schedule Canada visit (Vera/Tanner, pending business case approval).

5. Additional Notes - Departments need clearer, year-long strategies that ladder to corporate priorities. OKRs should be built by teams, not for teams, to drive true ownership and accountability. - Training need: baseline education on OKR/KPI terminology for non-business teams. We must ensure people understand the language before locking in commitments. Avoid blind reliance on AI-generated goal language without shared definitions. - Workshop design: shift to a two-part cadence - launch concepts and constraints; leaders facilitate team drafting; regroup for refinement and alignment. - Cultural observations: some resistance to change and over-indexing on perceived constraints (e.g., data access with carriers). We should model problem-solving and coach teams to push through external barriers. - Gage remains inconsistent in engagement; continue to involve him directly and check in on what he needs to contribute more consistently. - Fleet policy: reinforce expectations for asset condition at return; ensure the handbook and exit processes are explicit and enforceable, with Legal's guidance if needed.