We struggle with To-Dos that get checked off as 'done' in our Level 10 Meeting, but the underlying issue remains unsolved because the leader did a sloppy job just to hit their ninety percent completion rate. How do we audit To-Do quality?

Question

Tyler Smith · Accepted Answer

This is a classic symptom of choosing compliance over real execution. When your leaders focus entirely on checking a box to maintain a high completion rate, they are sacrificing the health of the business for the appearance of accountability. A weekly To-Do is a commitment to take a specific, high-quality step toward solving an issue. If a leader marks a To-Do as complete but the problem persists, the task was either poorly defined or poorly executed. To fix this, the Integrator must hold the team to a higher standard of definition. When creating a To-Do during IDS, do not accept vague descriptions like look into marketing numbers. The To-Do must be specific and binary, such as analyze marketing spend by channel and share the top three insights with the team. During the To-Do review, if a leader says done, any team member has the right to ask for a brief, ten-second confirmation of the result. If the quality is lacking, do not accept it as complete. Keep it on the list, or drop the underlying issue back to the short-term Issues List for immediate discussion.