Torsten Jacobi points to a Brad Feld post:
* 5 minutes: Administrative items (approve the minutes, approve new options).
* 55 minutes: Department updates. We used the board package as the guide, but each exec spent a few minutes summarizing key points (rather than reading from the package) and then we drilled into Q&A and discussion on each area. It was a spirited discussion that was forward looking (e.g. what are we doing in the next 30 days about issue X) rather than backward looking (e.g. good job on doing Y last month.)
* 90 minutes: 2005 Strategic Priorities. We worked from a six page powerpoint presentation (that had crappy production value, but was high content value) and spent 80% of our time on one slide. The entire leadership team participated in the discussion it wasnt a presentation of a conclusion but a discussion about what to do given limited resources and divergent opportunities.
* 30 minutes: Executive Session (Board Only). We talked about a handful of personnel related issues, summarized the discussion, and set the tone for Q105.
