# Meeting rhythms

The meeting-rhythm cadence is the **operating system** of the 2Y3X programme. Felix credits the idea to his mentor **Charles Llewellyn**.

## The cadence

| Meeting | Frequency | Length | Who |
|---|---|---|---|
| Three-year strategy review and forward planning | Annual | **2 days** | Growth Lab Team, off-site |
| 2Y3X Roadmap review and forward planning | Quarterly | **1 day** | Growth Lab Team |
| 2Y3X Roadmap progress update (incl. training) | Monthly | **1 day** | Growth Lab Team |
| **Growth Lab Team check-in** | **Weekly** | **1 hour** | Growth Lab Team |
| Department-level updates | Daily | **20 minutes** | Each department |

## Why it works

> "*Meeting rhythms ground people, providing stability. They manage expectations and allow people to defer issues until an appropriate time without guilt or stress.*"
> — Chapter 8

A predictable cadence does three useful things:

1. **It gives every issue a home.** A blocker doesn't need to bother the founder at 11pm; it has a forum coming up where it will get attention. People stop interrupting each other.
2. **It surfaces problems early.** Sickness, resource gaps, delivery slips — all surface at the next daily or weekly meeting, not when they cause a customer crisis.
3. **It makes the founder a better leader.** Founders who were previously "exciting and unpredictable" become reliable and trusted, which is what teams actually want.

## The cadence is fractal

The same shape works at every level:

- **Company-wide**: annual strategy → quarterly roadmap → monthly progress → weekly GLT → daily standup.
- **Department-level**: annual department plan → quarterly OKRs → monthly review → weekly standup → daily standup.
- **Personal**: annual personal development plan → quarterly objectives → monthly 1-2-1 → weekly catch-up → daily journal.

This fractal pattern is one reason the method scales without becoming bureaucratic: the same simple shape is repeated at different time scales.

## What the weekly check-in is not

It is not a status meeting where everyone reads from a prepared script. It is a working session for the people who are accountable for the Roadmap tasks. If it is running over an hour week after week, the underlying problem is almost always:

- Tasks defined too vaguely to track.
- Ownership unclear or shared.
- Dependencies not surfaced at planning time.

Fix those, and the meeting compresses back to an hour.

## See also

- [Chapter 8 — Bringing It Together](https://2y3x.com/agents/book/scale-at-speed/chapter-8-bringing-it-together/)
- [The Growth Lab Team](https://2y3x.com/agents/method/growth-lab-team/)
- [The 2Y3X Roadmap](https://2y3x.com/agents/method/2y3x-roadmap/)