One of the things I most appreciated about the change was the training and playbook, refer also to Elements of Leadership Constancy #2 and #3 on how to conduct meetings. By following the training and playbook, Leadership assured that every meeting called was 1) necessary, 2) planned with a purpose, process, and expected products, 3) guided by ground rules, 4) staffed with critical roles of leader, scribe, resource, and participants. The training prepared one to perform any of these roles. The leader did the planning, (time, place, invitees, purpose, process, etc.) and led the discussion. His/her focus was on what was to be accomplished. The resource attended the meeting with a focus on how to accomplish the work or the process of the meeting. He/she ensured participants were sticking to ground rules and the topic as outlined in the meeting process and that the group met time commitments for each segment of the process. Additionally, the resource ensured that everyone’s voice was being heard and intervened with tactful, purposeful adjustments to the course where necessary. The scribe wrote down, in large letters visible to everyone in the room, the comments of each participant, being sure to capture their exact words. The resulting comments list was provided to the leader for the compilation of the meeting minutes. Participants followed established ground rules, the process, and freely provided the information and expertise they had in support of the purpose and products. At the New Jersey site, meetings at all levels were very effective and conducted efficiently by the playbook including weekly plant staff meetings, shop floor problem-solving meetings, as well as critical communication meetings.