# data[].attributes.body
When do we include other vendors - whom we are subcontracting for - in the conversations?

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Anchoring in successes and appreciation for the partner, couching in goals already set as think about moving foward

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Anchoring in successes and appreciation for the partner, couching in goals already set as think about moving foward

# data[].attributes.headline
Great wealth of support, i.e. sample agendas, emails, etc.

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Great wealth of support, i.e. sample agendas, emails, etc.

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Reflection on goals & progress

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Can be key / only time get feedback from client about Project Lead if haven't had much time with client

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Can be key / only time get feedback from client about Project Lead if haven't had much time with client

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Having a strong enough relationship that all parties can be transparent and authentic

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customizing to the partner and what we know about them and how they like to plan/communicate (e.g. sending reflection questions in advance, not overwhelming them)

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plant seeds ahead of time, be ok if it takes more than 1 mtg.

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invite Content Leads if training is likely to be included or has been included in the past

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multi-step process and opportunities to strategically work toward greater impact (prep w/ project team to recommend future services)

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multi-step process and opportunities to strategically work toward greater impact (prep w/ project team to recommend future services)

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Leveraging data to tell a story that supports renewal and expanded work opportunities.

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How do document some of the more informal step-back conversations that may have been happening in an ongoing organic way?

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How do document some of the more informal step-back conversations that may have been happening in an ongoing organic way?

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Can other members of content team join if partner has expressed interest in other HQIM supports?

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How much flexibility do we have in veering away from the outlined guidance?

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How much flexibility do we have in veering away from the outlined guidance?

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Ask enough detailed questions about scale/scope to be able to draft a proposal (how much coaching, how many trainings, what size group, onsite vs. remote, etc.)

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Ask enough detailed questions about scale/scope to be able to draft a proposal (how much coaching, how many trainings, what size group, onsite vs. remote, etc.)

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If we already have informal/other stepback conversations baked into our work, how do we think about the relationship between those and this set of expectations?

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Important to stamp progress district made (leaders might not see it in the day-to-day) 

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Important to stamp progress district made (leaders might not see it in the day-to-day) 

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Fold in operations team as needed (following up for Ops needs after convo, perhaps joining mtng if expect significant Ops needs)

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Fold in operations team as needed (following up for Ops needs after convo, perhaps joining mtng if expect significant Ops needs)

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I've used data to drive these conversations at another org, but it isn't always clear how to do the same here.

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It is a very partnership forward approach versus a sales-forward approach.

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Having an internal project team pre-meeting to plan for the mid-year conversation 

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Having an internal project team pre-meeting to plan for the mid-year conversation 

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Delays can be inevitable, but communicating the value of doing this planning as early as possible for both client and our team is helpful!

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Delays can be inevitable, but communicating the value of doing this planning as early as possible for both client and our team is helpful!

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How do we prioritize/identify partnerships where we aim for expansion of services vs. tapering off of services, and how does this factor into the planning of the meeting?

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Should we also schedule these with the projects we identified as "low priority" on our impact tracker?

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Thinking about who attends the meetings, if PLs want to attend or other internal team members, can we have them be present in the meeting? (thinking about sharing information as opposed to gatekeeping)

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Striking balance between hearing what they need/want and pushing thinking for what might be more impactful for student learning

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Striking balance between hearing what they need/want and pushing thinking for what might be more impactful for student learning

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Ensuring we're being expansive about all the services and content areas we support - boarden what might be narrow perspective based on current /past scope

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Ensuring we're being expansive about all the services and content areas we support - boarden what might be narrow perspective based on current /past scope

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Would there ever be a context when it would be worth revisiting the "Project Lead doesn't attend" guideline? (ex: internal staff vs. external staff serving as PL; the role/proximity the PL has played on the project versus the role/proximity the PD has played, esp. on super small projects; etc.)

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What does cross collaboration look like with this process?

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What does cross collaboration look like with this process?