Our overall to-do completion rate stays under ninety percent because one specific department head routinely completes only half their commitments, dragging the whole team down. How do we address chronic individual failure on weekly to-dos without turning the Level 10 Meeting into a trial?

Question

Tyler Smith · Accepted Answer

During the Level 10 Meeting, you do not diagnose or litigate chronic failure. When you review the To-Do list, the status is binary: done or not done. If a leader says not done, the item rolls over or drops down to the Issues List if it is blocking company progress. You do not ask for explanations, and you do not scold them in front of their peers. That wastes meeting minutes.

The real work happens outside the room by the Integrator. Chronic to-do failure is almost always one of three problems: capacity, capability, or accountability.

First, look at capacity. Is the leader taking on giant, multi-week projects and calling them weekly to-dos? A to-do must be an action item that can easily be finished within seven days. If they are overcommitting during IDS, the facilitator must challenge their scope before the meeting adjourns.

Second, evaluate GWC™. Does this person genuinely get, want, and have the capacity to do their job as defined on the Accountability Chart? When an executive routinely misses half their commitments, they are usually drowning in the seat or dodging accountability.

The Integrator must hold a direct, one-on-one conversation using the Scorecard and To-Do history as cold data. Show them the numbers: over the past eight weeks, their completion rate is fifty percent while the standard is ninety. Set a clear expectation for immediate turnaround. If they cannot hit their weekly commitments, you do not have a meeting problem; you have a personnel issue.