The good-to-great leaders made particularly good use of informal meetings where they’d meet with groups of managers and employees with no script, agenda, or set of action items to discuss. Instead, they would start with questions like: “So, what’s on your mind?” “Can you tell me about that?” “Can you help me understand?” “What should we be worried about?” These non-agenda meetings became a forum where current realities tended to bubble to the surface.
