6 skills.
Use when asked to plan or run an all-hands (town hall) meeting — company-wide updates, Q&A, culture-building — as distinct from a one-on-one (see one-on-one-meeting) or skip-level meeting (see skip-level-meeting), which involve a small number of participants rather than the whole organization.
Use when asked to plan or run a regular one-on-one between a manager and a direct report — agenda, preparation, feedback, follow-up — as distinct from a skip-level meeting (see skip-level-meeting), which deliberately involves a non-direct-report relationship instead.
Use when asked to plan or run a formal performance review meeting — evaluating an employee's work against expectations over a defined period — as distinct from a regular one-on-one's ongoing, informal check-ins (see one-on-one-meeting), which should mean nothing in a performance review comes as a surprise.
Use when asked to plan or run a skip-level meeting — a leader meeting with employees below their direct reports — as distinct from a regular one-on-one (see one-on-one-meeting), and specifically requiring careful follow-up with the skipped manager to avoid undermining them.
Use when asked to plan or run a weekly team planning meeting — reviewing last week's progress and committing to this week's priorities — as the short-cycle execution counterpart to yearly-planning-meeting's annual strategy setting, and distinct from a daily standup's much shorter, status-focused check-in (see agile-standup).
Use when asked to plan or run an annual planning meeting — setting the organization's yearly strategy, budget, and top-level objectives — as the longest-horizon planning cadence in this collection, feeding weekly-planning-meeting's shorter execution cycle and drawing on vision-mission-values and strategic-balanced-scorecard.