We struggle with the transition from the weekly Level 10 Meeting™ back into the daily grind. Often, to-dos agreed upon in the meeting are completely forgotten until the night before the next meeting, leading to rushed, poor-quality execution. How do we build mid-week accountability?

Question

Tyler Smith · Accepted Answer

Rushing to complete weekly to-dos the night before the Level 10 Meeting™ is a symptom of weak personal discipline and lack of visibility. To break this habit, the team must change how they view their weekly commitments. A weekly to-do is a promise made to the rest of the leadership team. To keep these promises top of mind, integrate your Level 10 Meeting™ software or document with your daily workflow tools. If you use project management software, ensure that meeting to-dos are immediately pushed into each leader's daily task list. Additionally, the Integrator should lead by example. A quick, mid-week check-in on the team's progress can keep the momentum going without micromanaging. More importantly, during the next meeting, if a rushed to-do resulted in a poor outcome, the facilitator must drop that to-do's quality to the Issues List. Solve the root cause of why the leader is not managing their time effectively. If a leader cannot balance their daily operational fires with their weekly commitments, they may be struggling with their GWC™ or simply overloaded, which requires a restructure of their seat on the Accountability Chart.