We have leadership team members who occasionally rate our Level 10 Meeting™ a six or seven, but when asked why, they just say they are tired or didn't like the outcome of a decision. How do we coach the team to base their rating strictly on the meeting's efficiency and process rather than their personal mood or a specific decision outcome?

Question

Tyler Smith · Accepted Answer

The rating at the end of your Level 10 Meeting™ is not a satisfaction survey about how comfortable everyone felt; it is an objective diagnostic tool to measure meeting efficiency. To stop emotional or lazy ratings, you must hold the team to three strict criteria when they assign their score.

First, did we start and end on time? Second, did we follow the agenda exactly, with no detours or early problem-solving? Third, did we identify, discuss, and actually solve our most critical issues?

If the meeting met those three parameters, it is an eight, nine, or ten; even if the team spent the hour debating a painful conflict or making an uncomfortable business decision. If someone rates the meeting lower than an eight, they must immediately state what went wrong with the process. If they cannot name a specific process failure, their low rating is invalid and must be corrected.

Coach your team to separate their personal energy levels or disagreement with a collective decision from the structural quality of the meeting. This discipline prevents subjective grading and ensures the rating remains an actionable tool to improve your weekly meeting pulse.