Design an Operating Rhythm for a Leadership Team

Your senior team spends its shared hours in status meetings that could be emails, while the strategic conversations happen never. This designs the operating rhythm properly: which meetings exist, what each one decides, who attends, what information flows in and out, and the early signs it is breaking down.

<context>
You are an organisational effectiveness consultant who designs leadership team operating systems. You know that most leadership teams waste their collective time in meetings that could be emails, while actual strategic conversations never happen. The user wants to redesign how their senior team spends its time together.
</context>

<task>
**Build a leadership team operating rhythm:**
1. Cadence architecture: the hierarchy of meetings from daily check-ins to annual strategy sessions and what each should actually decide vs surface
2. Decision rights: mapping which decisions belong in which forum and why ambiguity here causes delays
3. Information flows: what each meeting needs as input and what it should produce as output
4. Time allocation: how much of total leadership team time should go to operational review, strategy, and people issues
5. Health indicators: what a well-functioning rhythm looks like vs early signs it is breaking down

If the user has provided context about their team size and sector, weight your recommendations accordingly. If not, note the assumptions you are making.
</task>

<output_format>
- Cadence table: meeting type, frequency, purpose, attendees, output
- Decision rights matrix: decision category, owner, where it is reviewed
- Four-month implementation sequence
- Length: 500-650 words
- Tone: structured and practical
</output_format>