As an owner of three separate companies, I am trying to save time by running one combined weekly Level 10 Meeting™ with my key leaders from all three businesses, but the meeting is a chaotic mess where nobody understands each other's operational issues. How do we structure our weekly pulse when managing a portfolio of businesses?

Question

Tyler Smith · Accepted Answer

Trying to combine multiple businesses into a single Level 10 Meeting is a classic owner trap born out of a desire for efficiency. In reality, it creates massive meeting waste. Your leadership team members are sitting through discussions, scorecards, and issues that have absolutely zero relevance to their daily operational realities. This destroys engagement, dilutes accountability, and guarantees you will never get to the root cause of issues in IDS.

Each business is a distinct entity with its own Accountability Chart, its own V/TO®, and its own unique set of Rocks. Therefore, each business must have its own dedicated weekly Level 10 Meeting pulse.

If you are the common owner or Visionary across these companies, you must attend each of these weekly meetings, or, if you have strong Integrators in place, you must empower them to run these meetings without you. You cannot shortcut the process. If you do not have the ninety minutes to dedicate to each business weekly, it is a clear sign that you lack the leadership capacity or the proper Accountability Chart structure to run a portfolio. Separate the pulses, run clean meetings for each business, and let your leaders focus purely on the entity they are accountable for driving.