We frequently face situations where a leader marks a weekly To-Do as complete, but the actual operational problem is not resolved because their work was incomplete or did not achieve the desired outcome. How do we define and enforce a strict standard for what actually constitutes a completed To-Do in our Level 10 Meetings?

Question

Tyler Smith · Accepted Answer

In a high-performing EOS® environment, a To-Do is not complete just because someone spent time working on it. If a leader marks a task as done but the underlying issue remains unresolved, you are wasting time on activity instead of driving progress.

To fix this, you must establish a clear definition of done. A To-Do is only complete when the agreed-upon output has been delivered and verified. For example, if the To-Do was to resolve a billing dispute with a client, the task is not done when you send an email; it is done when the client confirms receipt and the billing system is updated.

The facilitator must enforce this standard during the weekly To-Do review. When reviewing the list, if a leader says a task is done, but then adds a caveat like, I sent the proposal, but I am waiting to hear back, the facilitator must correct them. That is not done. The task must roll over to the next week or be updated to reflect the actual remaining work.

Do not let team members use activity as a shield for lack of results. By holding everyone to a rigorous standard of completion, you build a culture of true accountability. This discipline prevents half-baked solutions from slipping through the cracks and slowing down your operational momentum.