Β
Β
Module 3Β
Β
Β
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Core Module 3 Β· Building a Performance Operating System
Control
the Room
the Room
Meeting Discipline Β· Decision Architecture Β· Leadership Development
Where this fits β Building a Performance Operating System
01
Know the Room
Audit your people β knowledge, behaviour, and where drift begins.
02
From Noise to Signal
Audit your technology β capability, workflow, and decision gates.
03
Control the Room
Structure your meetings β Kaigi, decision logs, and communication clarity.
You are here
04
Information to Action
Defend your calls β structured thinking, bias recognition, and pressure management.
The Problem
You don't have
a meeting problem.
You have a
meeting-type
problem.
a meeting problem.
You have a
meeting-type
problem.
People walk into the same room expecting different outcomes. One wants a decision. Another wants to brainstorm. A third thinks it's an update. A fourth assumes it's an injury review.
The result is predictable: drift, frustration, and slow execution. Nothing gets owned. Nothing gets logged. The same issues re-surface next week.
Module 3 fixes this. It gives you a complete meeting operating system β a framework for choosing the right room for the right job, running it with tempo, capturing every decision, and using meetings as a deliberate tool to develop your staff.
The result is predictable: drift, frustration, and slow execution. Nothing gets owned. Nothing gets logged. The same issues re-surface next week.
Module 3 fixes this. It gives you a complete meeting operating system β a framework for choosing the right room for the right job, running it with tempo, capturing every decision, and using meetings as a deliberate tool to develop your staff.
Core Framework
The four modalities β name the room before you enter it
Every meeting has one primary job. Name it up front. Time-box it. Capture the output. Mixing modes without declaring the switch is where time disappears.
Mode 01
Decide
Commit to an option and assign ownership. Clear question, limited options, alignment fast.
β Kaigi / Go-No-Go
Mode 02
Diagnose
Understand a known problem and test hypotheses. Solution is unclear.
β Problem-solving / Case meeting
Mode 03
Inform
Distribute updates and shared context. Not problem-solving β not decisions.
β Broadcast / Ops stand-up
Mode 04
Build
Co-create and design systems. More space, less pressure β ends with a Decide step.
β Design / Co-creation session
"Discipline equals freedom."
β Jocko Willink, Navy SEAL Β· Core principle of Module 3
- Name the modality at the top of every invite β Decide / Diagnose / Inform / Build
- Time-box every agenda item β tempo protects clarity, and structure creates speed
- Pre-read where possible β decisions happen before the meeting, not in it
- One meeting = one primary job β don't mix modes without declaring the switch
- Capture every output immediately β no log, no accountability, no system
Signature Tool
Stoplight storytelling β decision-ready in 2 minutes
One slide. One status. One ask written as a verb. Logged in the decision log. If you need more than one chart or more than two minutes to explain it, you're in a Diagnose meeting β not a Kaigi.
Green
Go / Continue β evidence exceeds MDC threshold, no action required. Log it and move.
Amber
Hold / Monitor β Amber must have a plan: what you're monitoring, who owns it, and a 48-hour review window. "Hold" is not an outcome without those three things attached.
Red
Stop / Change now β signal is real, action is required. Single ask, single owner, logged and reviewed.
Every slide: Headline β Status β One chart (axes labelled, differences labelled) β Signal vs noise (SEM/MDC) β One ask (verb: Start / Stop / Change / Limit / Continue) β Owner / action / due / review date.
Required Output
The decision log β Kaigi without a log is just a fast meeting
Every Kaigi output needs five fields, minimum. The log protects staff, stops decisions being re-litigated, and keeps the system moving. An audit trail is not bureaucracy β it's accountability made visible.
Decision / gate
Owner
Action
Due
Review
Change speed exposure dose β Group A
S&C Lead
Reduce to 85% this week. Reassess Thurs AM.
Tue AM
Thurs AM
Hamstring load: 3 flagged athletes
Physio
Manual screen before Wed session. Report to HPM.
Wed 7:30am
Wed 8:00am
Module Contents
What's inside
Webinar Β· 60 min
The Art of Controlling Time
CM2 and C3 frameworks. Kaigi flow: agenda, roles, timer, decision log. The two-minute drill rule. Structure and objectives. Live Q&A.
Lab 3A
Kaigi Agendas
How to make fast decisions without creating chaos. The four modalities, the five prerequisites, and two high-performance use cases including the pre-training Go/No-Go.
Lab 3B + Cheat Sheet
Meeting Typology
The right room for the right job. Full reference table across nine meeting types β modality, time-box, best use, required outputs, when to avoid. One-page cheat sheet included.
Lab 3C + Slide Template
Stoplight Storytelling
Faster calls, fewer debates, clean audit trails. One-slide decision brief with six-part anatomy. Stoplight slide template and decision log CSV format provided.
Lab 3D + Worksheet
Meetings as a Leadership Tool
The easiest way to develop emerging leaders. Senior staff and young practitioner worksheets. Progression ladder, guardrails framework, debrief protocol, and reflection prompts.
Podcast + Listener Resources
Discipline = Freedom
20-minute podcast: why discipline beats 60 minutes of distracted waffle. Two companion documents covering Agile stand-ups, Amazon's 6-page memo, Parkinson's Law, Maker vs Manager schedule, and Decision Fatigue β all mapped to high-performance sport.
Leadership Development
Meetings are the most underused leadership development tool you have
Most departments treat meetings as a necessary evil. That's a mistake. They are the most repeatable, observable opportunity for staff to practise the behaviours you actually need: preparation, clarity, decision discipline, and follow-up.
β
For senior staff
Stop protecting staff from leadership reps by doing it yourself. Give them ownership. Give them the meeting, set the guardrails β what must not change and what they can adjust β then debrief on behaviour, not just content. Leadership sets the six-lane highway. Staff choose when to change lanes. Nobody drives off-road.
β
For young practitioners
Ask for the rep. Run an Ops stand-up. Run a Kaigi. Name the modality, time-box it, capture the log, follow up within 10 minutes. Those are leadership skills β and leadership skills are rarely taught. They are practised. Confidence doesn't arrive first. Repetition arrives first.
Who It's For
Built for practitioners who run things
S&C Coaches & Sports Scientists
Presenting data in go/no-go environments where the window is short, the information is complex, and the coach needs a clear ask β not a lecture.
Physiotherapists & Rehab Staff
Making RTR calls that need to hold up in multidisciplinary reviews. Kaigi and the stoplight format protect both the athlete and the decision-maker.
High Performance Managers
Responsible for staff development and department rhythm. Needs shared language, consistent meeting standards, and a visible accountability trail across the week.
Module Outcomes
What you leave with
4
Meeting modalities β mapped, named, and deployed across your department
1
Repeatable decision architecture β Kaigi agenda you can run next week
β
Leadership reps β built into normal workflow, not added to it
A 20-minute Kaigi agenda. A decision log format. A stoplight slide template. A staff development framework. A meeting typology cheat sheet. All ready to deploy β not as theory, but as operational tools.
Ready to run meetings that actually move things forward?
Five labs. Applied templates. A meeting system your whole department can run from next week.
© OLDBULL Performance 2026
Dr Jason Weber Β· Darren Burgess Β· Built from 30 years in elite sport
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