Our Integrator runs our Level 10 Meeting on time, but they are too soft on holding our leadership team accountable when Rocks are off-track or To-Dos are missed, accepting excuses rather than pushing for results. How do we help our Integrator run a tighter, more accountable weekly pulse?

Question

Tyler Smith · Accepted Answer

An Integrator who accepts excuses during the Level 10 Meeting™ is quietly teaching the leadership team that commitments do not actually matter. To run a world-class business, your weekly meeting pulse must be the ultimate accountability loop, and the Integrator must be the guardian of that loop.

Holding people accountable is not about being mean or aggressive. It is about maintaining a healthy, performance-based culture. If a leader reports that their weekly To-Do is not done, the Integrator should not say "no problem" or "try your best next week."

The correct response is to ask, "Why did it not get done, and what is the plan to finish it?" If a critical To-Do has rolled over for more than one week, or if a Rock is off-track, the Integrator must immediately drop it to the Issues List.

During the IDS® portion, the Integrator must lead a direct, respectful discussion about what is blocking that team member from meeting their commitments. This is how you separate legitimate operational bottlenecks from poor execution. Coach your Integrator to view healthy conflict as a tool for growth. If they cannot hold the leadership team accountable in the meeting, they will never be able to hold them accountable in the day-to-day business.