During our Level 10 Meeting, my leadership team members will not call out each other's missed weekly targets, leaving it entirely up to our Integrator to address underperformance. How do we build true peer-to-peer accountability?

Question

Tyler Smith · Accepted Answer

If your Integrator is the only person enforcing accountability, you do not have a cohesive leadership team; you have a group of direct reports. True high-performing teams practice peer-to-peer accountability. They do not wait for the boss to point out a missed target or a stalled Rock.

To build this dynamic, start with your Charter. Under the pillar of Trust, your team must commit to open and honest communication. This means agree to enter the danger and have uncomfortable conversations during your Level 10 Meeting. When a metric on the Scorecard is red, it is not a personal failure. It is an operational issue that affects the entire business.

Change the rules of your weekly meeting. The Integrator should step back and allow the team to drive the agenda. When a number is missed, the owner of that metric must proactively drop it down to the Issues List. If they do not, another peer must call it out and say, we missed our target, let's IDS this.

Make it clear that holding a peer accountable is the ultimate form of respect and support. It shows you care about their success and the company's vision. When your leadership team begins self-correcting and solving issues collaboratively without the Integrator playing referee, you build the kind of operational traction that private equity buyers pay a premium for.