A Strategic Session for an Educational Project Team: Why It's Necessary and How to Conduct It

Contents:

• What is a strategic session
• How to prepare for a strategic session
• How the strategic session itself is conducted
• Timing: how much time is needed for a strategic session
• How to consolidate the results
• What are the specifics of strategic sessions in educational teams

Expert in the field of education and consulting, co-founder of Sunrise Montessori School in Moscow, and also the author of the Telegram channel Sunrise EdCare, which provides support to educational leaders.

Before the start of each new period, whether a calendar year for companies or a school year for educational institutions, strategic planning is essential. This practice helps organizations define their goals and how to achieve them. The need for strategic planning can also arise at any time, especially if an organization is facing a crisis or experiencing stagnation that requires change. Effective planning allows you to adapt to new conditions, optimize resources, and increase competitiveness in a rapidly changing environment.

A strategic session is an effective tool for large-scale planning and is suitable for any work team. In this article, I will share how to organize a strategic session and how it can benefit teams working on educational projects. I will also offer a methodology for conducting a strategic session in your team so that you can maximize its potential to achieve your goals and improve results.

What is a strategic session?

A strategy session is a key meeting of the working team, at which the directions for the further development of the project are collectively determined, goals are formulated, and strategies for their achievement are developed. During the discussions, problems hindering the successful progress of the project are often identified that need to be addressed to achieve the set objectives. A strategy session includes the process of synchronizing opinions, understanding the current situation, developing agreements, and planning specific actions, which contributes to more effective project implementation and the achievement of its goals.

A strategic session differs from a standard work meeting or conference primarily in the scale of its goals. Such sessions are held for long-term planning and are usually organized at the beginning or end of the calendar year, as well as at the beginning or end of the school year for educational projects. However, extraordinary strategic sessions may also be called if there are drastic changes in the external or internal business environment.

Secondly, the format of a strategic session differs in that each team member has the opportunity to offer their ideas. The team discusses these proposals, selects the most effective ones, and records them for future use. The meeting follows a clear plan, using specific exercises and under the guidance of a moderator-facilitator, who ensures the participation of all team members, not just a few. The main goal is not only to collect ideas, but also to reach agreement and develop a specific action plan.

Let me explain these two aspects in more detail.

A strategic session involves long-term planning and defining the main vectors of the company's development. As the name suggests, this event is aimed at creating a strategy that covers not only the near future, but also horizons for a year or more. The main goal of a strategic session is to document the current position of the organization (point A) and determine the desired result (point B). This approach allows companies to clearly understand their goals and how to achieve them, which is key to successful business growth and development.

Point B can represent various goals or states that an individual or organization strives for. These could include professional success, achieving financial independence, developing personal skills, or creating harmonious relationships. For example, for some, Point B is career growth, which includes promotions and acquiring new knowledge and skills. For others, it could be creating their own business or starting a new project that allows them to realize their creative potential. Point B can also represent improving health and fitness, which includes exercising and eating right. It is important to understand that each Point B is unique and depends on individual desires and life circumstances.

• We want to double our income.
• We want to enter a new market.
• We are planning to launch a new line of products or services.
• We want to scale up or launch a franchise.

Specific goals help focus the team's efforts and form a clear strategy for success. Clearly defining tasks allows all participants in the process to understand their roles and responsibilities, which, in turn, increases work efficiency and accelerates the achievement of results.

A strategy session is a collaborative process that involves the entire team, not just the manager and coach. To achieve the intended "Point B", it is important that all team members have a common vision and understanding of the situation. Jointly creating this vision, rather than imposing it from the top down, facilitates effective discussion and co-creation. This approach ensures a high degree of team involvement, which, in turn, increases the chances of successfully achieving goals.

At first glance, it might seem that in a small team of friends and family, everyone is already on the same page, making strategic sessions impractical. However, this is a misconception. From personal experience, I can say that such sessions play a key role in the development of the team and the educational project as a whole. They help not only establish common goals and strategies, but also identify hidden problems, improve interaction, and increase participant motivation. Strategic sessions facilitate a deeper understanding of the project's goals and objectives, and also shape a shared vision of the future, which is especially important for the successful functioning of private educational initiatives.

I have experience working with teams of various sizes—from thousands of people to small groups of just three. It is safe to say that even in a small team, time is needed to align focus and reach agreement on the future. In teams of 10–20 people, the number of different points of view increases, which complicates the process of interaction. Even in the smallest teams, hidden relationship and communication issues can arise that hinder shared understanding and progress. It's important to address these issues to ensure effective collaboration and the achievement of shared goals.

A strategic session provides an opportunity to deeply analyze the company's current situation, identify key issues, and determine areas for further development. During the session, participants can gather ideas, exchange opinions, and develop joint solutions that will help achieve goals. This is an important tool for forming an effective strategy, helping to improve communication within the team and increase employee engagement in the decision-making process. A strategic session helps create a clear action plan, which ultimately leads to improved business results and increased competitiveness in the market.

• Synchronization. People begin to speak in a common context, rather than each talking about their own.
• Not only the specific goals themselves, but also the understanding of these goals by team members. A clear "point B" appears - where exactly you are going.
• Action plan. People imagine what to do today and tomorrow to reach "point B" in a year.
• Escalation of situations. Latent conflicts of interest, omissions, and personal tensions often surface during the process. It is better for all of this to manifest in a constructive atmosphere than to continue to fester and fester in the work.
• Emotional unity of the team - a sense of synchronicity, mutual understanding, and trust. All this is the foundation of a healthy culture, especially in educational projects, where "people are everything."

The effectiveness of a strategic session largely depends on the scale and structure of the team. For small educational projects with up to 30 people, it is recommended to involve all or almost all participants. The optimal number of participants for a strategic session is 30-40 people, which ensures active participation and interaction, which, in turn, contributes to more productive discussions and decision-making. This approach helps create a more holistic vision and increase the involvement of all team members in the process.

To select employees to invite to the meeting, you can use two simple criteria. The first criterion is the level of professionalism. Employees with high qualifications and experience can make a significant contribution to the discussion. The second criterion is the relevance of the topic. If an employee is directly related to the issue or project being discussed, their presence will be especially valuable. These two criteria will help form an effective team for solving problems and achieving common goals.

• By position - we invite those who occupy an important position and influence processes.
• By horizons - we invite those with whom long-term cooperation is planned, who see themselves in the team for the long term.

Using both criteria in a small team involves almost the entire team, which is a positive aspect. The more employees participate in the session, the more balanced the decisions made become. This also increases the involvement of each team member in strategy development. As a result, the likelihood that the strategy will be successfully implemented rather than neglected increases.

There is a common misconception that strategy development is the sole domain of managers, methodologists, and key educators, while assistants, curators, and regular administrators play a minor role. This is a mistake. In fact, these employees possess unique expertise based on practical experience that often goes unnoticed. They are on the front lines and can identify important aspects that are not visible from higher-ups. During strategic sessions, their participation can be a catalyst for necessary change, as they are able to raise important issues and propose solutions that can significantly impact the organization's success. Involving all levels of employees in the strategic planning process is the key to a more effective and comprehensive approach to development.

Under normal circumstances, employees rarely express their thoughts because they lack formal opportunities to share their opinions with company management. This can negatively impact teamwork and hinder the flow of valuable ideas. Creating open channels for feedback will help improve communication and allow employees to freely share their views, which ultimately contributes to improved business performance.

These employees often experience burnout because their work becomes routine. As a result, the company is forced to constantly invest resources in finding and onboarding new employees, instead of focusing these resources on developing and improving existing processes.

During a strategic session held at Sunrise, a private elementary school I co-founded, the need arose to clearly define our mission and values ​​in our third year of operation. We set ourselves the task of formulating a central idea that would serve as the foundation for operations, marketing, and the team's daily life. We selected key employees and long-time team members to participate in the session. We decided not to invite temporary employees who had only been with us for one academic year or those whose contracts were expiring soon. This approach allowed us to gather around the table those who are genuinely interested in the school's development and are ready to contribute to shaping its future.

The strategic session is structured and led by a moderator. This could be an invited professional facilitator, the manager themselves, or a key employee, provided they have facilitation experience and a trusting atmosphere prevails within the company. It is important that tension between participants is avoided, and that colleagues perceive the moderator positively. The moderator's main responsibilities are as follows:

• to create a safe, caring space for work (so that people can speak frankly);
• to manage the session's thematic framework, without deviating from the discussion plan and leading the team to a result.

In-house and external moderators at a strategic session: advantages and disadvantages

The choice of a moderator for a strategic session plays a key role in the event's effectiveness. Using an in-house moderator familiar with the company's internal processes has its advantages. These advantages include a deep understanding of the corporate culture and business specifics, which facilitates more productive interaction between participants. Furthermore, an internal moderator can respond more quickly to emerging issues and conflicts thanks to their trusting relationships with colleagues.

However, this approach also has its drawbacks. An internal moderator may be biased, which will impact the objectivity of the discussions. They may also lack negotiation skills or manage group dynamics, which can reduce the effectiveness of the session.

On the other hand, an external moderator brings a fresh perspective and can provide a more neutral approach to the discussion. Their experience working with various companies allows them to apply best practices and techniques that contribute to the success of the session. An external moderator can also identify problems that are not visible internally and offer creative solutions.

However, using an external moderator has its drawbacks. They may not be familiar with the details of the business and the specifics of the team, which sometimes leads to misunderstandings. Furthermore, interacting with a stranger can make participants feel uncomfortable, which can negatively impact the atmosphere of the session. So, the choice between an in-house or external moderator depends on the specific goals and context of the strategic session. The right decision will help ensure more effective discussions and the achievement of the set goals. During a strategic session held at Sunrise, a private elementary school where I co-founded, we faced the need to rethink our mission. This became relevant in the school's third year of operation. We asked ourselves an important question: "What is our core idea?" The goal of the session was to clearly articulate the school's mission and values ​​and integrate them into operations, marketing, and day-to-day team interactions. When selecting participants, we invited key employees as well as long-time team members. It was important to exclude temporary employees whose contracts were expiring or those who had joined us for only one academic year. This created a solid foundation for discussion and strategy development that will contribute to the long-term development and strengthening of our educational philosophy.

How to Prepare for a Strategic Session

An effective strategic session requires significant advance preparation. The quality of this preparation directly impacts the effectiveness of the session itself. Careful consideration of all aspects helps avoid misunderstandings and focus on key objectives, which ultimately contributes to achieving the set goals.

To successfully develop a long-term strategy for the session, it is necessary to conduct a market analysis and assess customer satisfaction in advance. This will create a solid foundation for further action. For example, if your goal is to increase revenue, the moderator will begin by presenting key data from the market analysis. After brainstorming, it is necessary to compare the proposed ideas with the real situation, which will help eliminate unrealistic proposals and refine promising ones, taking into account the existing conditions and constraints. The session is often built on a SWOT analysis, which identifies the company's market position, its strengths and weaknesses, as well as market opportunities and threats. These elements serve as the basis for formulating goals. If you plan to invite an external moderator for the session, gathering the necessary information remains your responsibility.

It is important to conduct a survey of employees in advance to gather their opinions on the team's key achievements over the year, their desire to maintain or change certain aspects, and their vision for the project in the coming years. From the collected responses, the most frequent and significant opinions should be identified. This will help formulate preliminary ideas that will form the basis for the subsequent working session. This approach promotes employee engagement and improves teamwork.

In the case of a strategic session for the team of Sunrise Private School, a survey proved an effective tool for collecting statements of the school's mission and values. The invited moderator was able to compile 15 key points, which were systematized in a document. This material was distributed to participants before the session and served as a basis for further discussion. This approach not only helps structure the information but also engages all participants in the process of developing a shared vision and values ​​for the organization.

Holding individual meetings with key team members of up to 30 people is an important step before the strategic session. During these meetings, the purpose of the upcoming session should be explained to each participant and the importance of their personal participation should be emphasized. It is also important to ask what results they would like to achieve from the session and under what circumstances they would consider it successful. This will help identify the participants' expectations and motivations, which can significantly improve the session's effectiveness. If the strategy session is led by an external moderator, they should communicate with the participants in advance to create a more open atmosphere. The absence of the leader at this time can facilitate more open and sincere discussions.

During a strategic session, it is important to consider that employees often expect specific work tasks arising from the jointly developed strategy. Therefore, it is necessary to allocate time to decompose plans at the action level for each department. During the discussion, it may be necessary to synchronize between departments to avoid a situation where everyone works according to their own understanding. This requires an emphasis on aligning positions. The session may also reveal hidden conflicts and problems within the team that require resolution. Without addressing them, any strategy will remain just on paper. As a result, it may be necessary to adjust the goals of the strategic session and focus efforts on finding solutions to these problems.

Preliminary meetings before a strategic session play a key role in the success of the event. Without them, participants may come to the session without a clear understanding of its goals and their objectives, especially if they are participating in this format for the first time. As a result, the meeting can degenerate into a discussion of everyday matters rather than strategic planning. Furthermore, such meetings are important so that employees can get to know the moderator, especially if they are an invited facilitator. Building trust in the moderator also contributes to more productive work during the strategic session. Therefore, preliminary conversations not only help set the right focus but also create an atmosphere of collaboration and openness.

When conducting a strategic session with an invited external moderator, the team leader, be it the owner, director, or other key project participant, should devote sufficient attention to a one-on-one meeting with the moderator. The moderator may offer to hold not one, but several meetings. Don't skimp on time at this stage: high-quality interaction directly impacts the success of the strategic session. The moderator needs to understand your expectations for the session and your long-term vision, including your vision for the future of your project and team, as well as your priority values, processes, and results. The more thoroughly and openly you discuss these aspects, the more productive the strategic session will be and, as a result, the development of your project.

During the strategic session, when the team formulates "point B," the moderator needs to consider the ideas that you, as the leader, consider important. If the views of the team and the leader are incompatible, the strategic session will lose its effectiveness. It is important that all participants are on the same page and moving in the same direction, which will ensure the achievement of goals and strengthen team spirit.

When preparing for the strategic session, it is important to carefully consider the organizational details. It is not recommended to schedule the session to start at 9 a.m. - it is better for participants to be rested and ready for active interaction and brainstorming. Providing snacks and lunch is essential, otherwise participants may become distracted by hunger and lose interest in discussing project strategy. It is also useful to prepare scenarios for short breaks and emotional release, which will help maintain the working mood and engagement throughout the session.

How a strategic session actually works

There are many scenarios, but my basic version usually looks like this.

Opening the strategic session, the moderator sets the tone for the discussion and identifies key areas for the group's work. Their job is to create an atmosphere conducive to an open exchange of opinions and ideas. The moderator begins by introducing the goals of the session and a brief overview of the agenda so that participants understand what to focus on. It is important for the moderator to maintain the active involvement of all participants, encouraging them to express their opinions and share their experiences. Effective moderation contributes to the achievement of the set goals and increases the productivity of the strategic session.

• Announces the goals of the day, reminds everyone why they have gathered. For example: "To formulate the mission and values ​​of our project." Or: "To think through a strategy for doubling revenue."
• Asks participants to reiterate their key requests.
• Establishes working rules: do not interrupt, speak in the first person (give "I-messages"), respect the opinions of others, minimize distractions from the session (phones - only when necessary).
• Describes the structure and timing of the day: work blocks, coffee breaks, lunch, final conclusion.

Strategic sessions often use various methods to organize the discussion. One approach is to raise a hand before speaking. In other cases, participants can pass a "ball of paper" around the circle to give everyone the opportunity to speak in turn. A free format for joining the conversation is also possible. The main task of the moderator is to involve all participants, including those who usually prefer silence. A direct question to a silent participant, such as "What is your opinion?", can greatly enrich the discussion and ensure a more thorough discussion of the topic.

The next step involves creating a resource block. The moderator invites team members to recall and highlight inspiring events that occurred over the past year or another period. These could include moments of joy, such as holidays or particularly successful days, as well as professional achievements, including significant project-wide successes, such as winning a competition, or personal successes, such as academic progress. It is also important to discuss why colleagues value their project and the team as a whole.

Some may consider this unnecessary, but this technique plays a key role because it:

• such shared memories relieve tension, create a good mood and emotional connection within the team;
• this is a good and easy reason to encourage each participant to start talking during the strategy session;
• the positive memories themselves can become the basis for an informed choice of what the team should keep in the future.

The moderator is advised to record on a flipchart or, in the case of an online meeting, on the Miro platform all the positive aspects mentioned by participants, especially those that are repeated by several people, as these are key. Afterwards, it is useful to ask the question: “What of this would you like to keep for the future? What should be kept?” This will help highlight important aspects and create a foundation for successful continuation of work.

At the strategic session at Sunrise School, participants noted the importance of a warm team atmosphere and the opportunity to conduct deep, humanistic work with children without the pressure of external control and reporting. These aspects are key to the school's further development and must be preserved. Creating a comfortable environment contributes to improving the quality of education and developing students' creative potential.

At this stage, it is necessary to clearly formulate a vision of the desired future for a period of one to three years. Various methods are suitable for this, depending on your skills and preferences. Effective future planning includes visualizing goals, writing a detailed description of the desired outcome, and using techniques such as creating a dream map or SWOT analysis. Defining specific steps will help you more clearly envision yourself in the future and develop a strategy for achieving your goals.

• OKR and SMART goal setting;
• classical approaches to goal and meaning setting;
• free facilitation based on the requests of the team and the owner voiced during individual meetings.

Building a discussion process requires an individual approach, as there is no universal template. The moderator or leader must select tools that match the characteristics of the team and the specific context. The main task is to effectively keep the discussion within the given topic and plan, while remaining flexible in the choice of methods and time management. This will achieve maximum productivity and participant engagement in the process.

The format for strategy development depends on many factors. It is important to consider business goals, target audience, available resources, and market conditions. An effective strategy must be adaptive to respond to changes in the external environment and internal processes. It is also important to clearly define key success indicators that will help evaluate the effectiveness of the strategy. Using modern tools and techniques will optimize the process of developing and implementing a strategy, which will ultimately lead to the successful achievement of the set goals.

• the vision and ambitions of the leader;
• information collected during preliminary individual meetings with team members;
• the number of people participating in the session and their level of preparation (for example, teachers are not managers and, most likely, are far from business planning tools);
• the time allotted for the session - some have one three-hour block, while others have two five-hour sessions.

The process of putting forward and discussing ideas within sessions can vary, but the most effective approach is as follows. At the beginning, the moderator gives participants a few minutes to formulate their ideas or goals. Then each participant takes turns voicing their thoughts, while the moderator writes them on the board or flipchart. As a result, a comprehensive list of ideas is generated, which is then structured by category, such as methodological tasks, customer service, and internal processes. The team then discusses the priority of ideas and votes on the most significant points. The team leader also has the opportunity to add important aspects they deem necessary for discussion. This process promotes a more organized and productive exchange of opinions, which ultimately improves the quality of decisions.

During the discussion, it is crucial to use visualizations, which serve as an anchor for collective memory. The moderator should systematize the ideas expressed, summarizing them and recording them on media visible to the entire team. Flipcharts and online whiteboards are excellent for this. If the facilitator is proficient in scribing techniques or can create mind maps, this will significantly increase the effectiveness of the session. Notes taken during the strategic session will be useful not only during the discussion but also in the future, as the saved visualization will help restore context weeks or even months later. Using these methods promotes better understanding and memorization of information, which in turn improves the results of teamwork.

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To achieve goals, they must be formulated in clear and specific terms, avoiding abstract generalizations. Clear definitions allow for a better understanding of what is required to achieve success and simplify the planning and execution of tasks.

During Sunrise School's strategic session, which aimed to define its mission and values, we discussed key aspects that will help us shape the unique identity of the educational institution. We analyzed current educational trends, the needs of our students, and parental expectations. Through collective brainstorming, we concluded that innovation, respect for the individuality of each student, and high teaching standards should be the core principles of our school. This strategic session was an important step towards creating an effective educational environment that promotes the comprehensive development of children.

• we selected key concepts from numerous options;
• we removed what seemed redundant;
• we ultimately formulated the final version of the mission, and analyzed the values ​​in detail, identifying the main ones from 15 points: professionalism and responsibility, ease and joy, respect and acceptance - and deciphered (specified) them;
• a week later, we held strategic sessions for small groups by area (administration, marketing department, and employees working with children and parents) to ground the values ​​in practical work: from accepting new students and resolving conflicts to HR processes. We then discussed these values ​​with the children in circles, translating them into understandable examples.

After defining the main goals, designated as "point B", they should be detailed down to the level of specific tasks. To achieve this, it's helpful to divide the group into mini-teams, each focusing on a single goal within its functional area. Teams develop steps to achieve their goals and then present the results of their discussions on flipcharts. This process allows all participants to contribute their ideas and input, which helps create a clear and structured action plan, transforming vague ideas into clear steps to achieve goals. At the end of the strategic session, the team should have a clear understanding of the following: clear goals and objectives, defined roles for each member, and strategies for achieving these goals. It's also important to ensure that there are concrete steps for implementing the outlined plan. The team should leave feeling united and motivated, ready for action and further collaboration. Each team member needs to understand their responsibility and contribution to the overall success, which will help create an atmosphere of trust and mutual support.

• with 1-3 strategic goals (depending on the planning period and the scope of the goals);
• a clear list of tasks for each goal (and, if possible, a breakdown of tasks by department);
• if time allows, then a personal priority task for each member in the context of the overall goals.

As part of their work with Sunrise School, the team outlined specific steps to improve processes. Marketing specialists decided to revise the annual events calendar, taking into account the articulated values ​​of the institution. They also plan to update the onboarding process for new students and their families, as well as update external branding materials. These changes will help create a more attractive image of the school and improve interaction with parents and students.

I'll give a few examples from strategic sessions conducted by other teams. In one kindergarten team, a problem was identified during a strategic session: the classrooms had defined a range of tasks for the entire group, but there was no clear assignment of responsibilities for each employee. As a result, each team member had no clarity regarding their personal responsibilities. This became an important moment for development, and we formulated the goal: "Every employee working with children clearly understands their area of ​​responsibility."

Specifying the goal led to the formulation of objectives.

• create realistic job descriptions;
• post checklists for preparing the group for work;
• systematically improve the quality of onboarding new employees;
• introduce weekly internal meetings (in person during working hours, and not in the evenings and in chats);
• conduct mini-trainings on team management for leading teachers.

During a strategic session of an online school at the growth stage, it was discovered that the greatest sales effectiveness is demonstrated by a methodologist with deep knowledge of the product, rather than a manager. This discovery became an important moment for the further development of the business. As a result, a goal was formulated: to increase revenue by a certain percentage within a year. Accordingly, key tasks aimed at achieving this goal were identified.

• expand the marketing funnel;
• increase conversion at the sales stage;
• develop and implement a training program for salespeople so that they also know the product in detail.

During a strategic session, a feeling of being overwhelmed may arise. In such cases, it is advisable to schedule an additional session. This will allow you to reconsider priorities, adequately assess available resources, and distribute tasks over time. It is necessary to determine which tasks are a priority and which can wait. This approach will help optimize the work process and increase the team's efficiency.

At the end of the strategic session, it is important to ask the question: what will happen after all the planned tasks are completed? The answers to this question help the team align goals with personal motivation, and also understand why it is necessary to achieve these goals for each participant and the entire project as a whole, including the students. This understanding helps create a more effective and purposeful work environment.

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At the strategic session at Sunrise School, participants noted the importance of a warm team atmosphere and the opportunity for deep, humanistic work with children. These aspects, free from the pressure of external control and accountability, are values ​​that must be preserved and developed in the future. Creating a comfortable environment for teachers and students contributes not only to effective learning but also to the harmonious development of each child's personality.

During the strategic session at Sunrise School, the goal of which was to formulate our mission and values, we conducted in-depth work. During the discussion, we identified key aspects that reflect our unique identity and focus. Every opinion and idea from the participants was crucial to creating a unified vision for the school's future. We sought to consider the interests and needs of all community members to formulate a mission that would inspire and unite. The results of the session will allow us not only to clearly define our values, but also to effectively communicate them with parents, students, and partners.

• We selected key meanings from a variety of options;
• We removed what seemed redundant;
• Finally, we formulated the final version of the mission, and analyzed the values ​​in detail, identifying the main ones from 15 points: professionalism and responsibility, ease and joy, respect and acceptance - and deciphered (specifically) them;
• A week later, we held strategic sessions for small groups by area (administration, marketing department, and staff working with children and parents) to ground the values ​​in practical work: from accepting new students and resolving conflicts to HR processes. These values ​​were then discussed with the children during circle time, translating them into understandable examples.

Timing: How Much Time is Needed for a Strategic Session

Sessions vary in length, depending on the complexity of the requests, the team's expectations, the number of participants, and their level of preparation. The offline format typically consists of two four-hour days, most often on weekends, subject to adequate preparation. I structure each day's schedule as follows: two hours of work, then lunch, followed by another two hours of work. The timing is approximately as follows:

• Introduction - 15 minutes;
• Retrospective - 45-60 minutes;
• Main part - 120-150 minutes;
• Conclusion - 30-60 minutes.

To avoid routine, I strongly recommend holding sessions in a non-standard setting. Instead of a usual work environment, consider renting a conference room, coworking space, or anti-cafe. It is important to choose a space that is spacious and filled with natural light and air. This will help create a comfortable atmosphere for productive work and fresh ideas.

Online communication requires special approaches due to a phenomenon known as Zoom fatigue. Virtual meetings can cause faster and deeper brain fatigue compared to in-person meetings. Therefore, it is important to consider several recommendations for improving the effectiveness of online communication. First, try to limit the duration of meetings and divide them into short sessions. Second, use visual materials and interactive elements to maintain participant interest. Third, create a comfortable atmosphere, allowing participants to take breaks and switch to active tasks. These measures will help minimize fatigue and increase productivity in the online format.

• break the session day into shorter work blocks of one and a half hours with long breaks in between (up to 40 minutes);
• it is advisable to take a break between two session days (that is, hold the second day of the meeting not the next day, but the day after).

How to consolidate the results

After the session, the moderator prepares a written summary, and the manager determines who should receive this document. It is important that it is not forgotten. The main threat after an inspiring strategic session is that no action will be taken and everything will be left unchanged. Therefore, at the end, it is necessary to agree on holding progress meetings to track and record achievements against the established goals and objectives. This will help maintain motivation and ensure the planned implementation, which will ultimately lead to the successful implementation of the strategy.

• How often will these progress meetings be held (once every one or two months is sufficient);
• Who is responsible for them (a specific person or role is assigned—for example, a coordinator, administrator, or department leader).

Progress meetings are an effective tool for maintaining focus on goals. They help teams stay on track by regularly sharing information and evaluating progress. These meetings allow for early identification of problems, which facilitates rapid response and adjustments. Thus, progress meetings not only simplify the project management process but also contribute to increased team productivity.

What are the specifics of strategic sessions in educational teams?

While conducting strategic sessions in various teams, I noticed the characteristic features inherent in small educational organizations, such as private schools, kindergartens, and small online projects. These features should be taken into account to achieve maximum effectiveness during strategic sessions.

Small educational teams are often created based on family values, shared ideas, and a worldview. Such teams are made up of people who are genuinely passionate about their work, possessing high empathy and engagement. Their primary motivation lies not only in salary, but also in a deep inner sense, as well as the desire to make a meaningful contribution to the common cause. These teams strive to create a favorable educational environment focused on the development and support of each participant.

Team members are highly sensitive to the wording, feedback, and intonation of communication. For this reason, it is important to moderate strategic sessions with particular care. This approach will help create a productive atmosphere and ensure effective interaction between team members. Proper communication management during a strategy session promotes a deeper understanding of tasks and goals and improves the overall dynamics of the group.

In education, the process plays as important a role as the end result. This is due to the specific nature of educational activity. The learning process not only builds knowledge but also develops critical thinking, communication skills, and teamwork. By focusing on the learning process itself, we facilitate a deeper assimilation of the material. Thus, focusing on the learning process helps create a higher-quality educational environment where students can develop and achieve better results.

• With students (especially children), results cannot be guaranteed "on schedule";
• Development is unpredictable and uneven;
• Atmosphere and mood are often more important than KPIs.

Teachers' thinking influences strategic sessions, regardless of whether goals or objectives are being discussed with adults. They may find it difficult to immediately formulate clear and measurable goals. In this situation, the role of the moderator becomes especially important. The moderator should help participants focus on specific results and organize the process so that they can clearly express their ideas and intentions. This will allow for an effective transition to constructive discussion and the development of strategies to achieve the stated goals.

• constantly "translate" the formulation of proposed ideas from process-based to result-based;
• gently but persistently ask: "How will we know when we've achieved this? How will we measure it?"

The importance of reading is undeniable. Reading promotes thinking, improves vocabulary, and enriches knowledge. It helps us better understand the world around us and opens the door to new ideas. Regularly reading books, articles, and other materials enriches our experience and expands our horizons. In today's world, where information is available in any format, it's worth paying attention to high-quality content. It's not only engaging but also beneficial for personal and professional growth. Invest time in reading, and you will notice positive changes in your life and thinking.

• "Education is essentially a non-profit sphere, and they are trying to make it commercial"
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• Bookshelf: "The Art of Systems Thinking", Ian McDermott and Joseph O'Connor