Our departmental Level 10 Meetings™ are turning into copy-paste replicas of our leadership meeting instead of driving daily execution. How do we customize departmental L10s to fit customer support or production teams?

Question

Tyler Smith · Accepted Answer

Departmental Level 10 Meetings must not look like leadership meetings. While the structural agenda remains the same, the content must be highly tactical, localized, and focused on short-term execution. The leadership meeting deals with vision and long-term traction, while departmental meetings must solve the issues preventing your front-line staff from doing their jobs today.

To customize these meetings, start with the Scorecard. A production or customer support team does not need high-level financial metrics. They need daily, leading indicators. For customer support, track first-response times or ticket resolution rates. For production, track daily yield or error rates. If these metrics are off-track, they must immediately drop to the issues list.

Next, change the nature of the issues list. Departmental issues should rarely be strategic. They must focus on bottlenecks, tool failures, or training gaps. For instance, if a support representative cannot access a specific system, that is a tactical issue that must be solved in the meeting.

Ensure the department manager is facilitating the meeting, not the Integrator. The manager must keep the team focused on solving local issues rather than debating company strategy. If a strategic issue does arise, the manager must escalate it to the leadership team rather than allowing it to hijack the department meeting.