We have successfully launched Level 10 Meetings across our department teams, but we notice these meetings are becoming disconnected silos, focused on their own narrow agendas rather than supporting our company Rocks and V/TO. How do we keep our departmental meetings strictly aligned with the leadership team's strategic direction?

Question

Tyler Smith · Accepted Answer

Siloing is a common side effect of scaling departmental Level 10 Meetings™. When teams meet weekly in isolation, they naturally focus on their immediate operational fires and lose sight of the bigger picture. To fix this, you must build explicit links between your leadership team meeting and your departmental meetings.

First, ensure the departmental Rocks are directly nested under the leadership team's corporate Rocks. Every single Rock owned by a department manager or team member must directly support a major corporate priority. During the Rock review section of their weekly meeting, they must see the direct connection between their weekly progress and the company's quarterly success.

Second, use the cascade section of your leadership Level 10 Meeting™ ruthlessly. The Integrator must identify exactly which decisions, organizational updates, or corporate issues need to be communicated down to the departments. These cascaded messages must be added to the departmental Issues Lists as mandatory items to be shared or solved.

Third, have the Integrator or an EOS® champion periodically audit the departmental meetings. Sit in on their Level 10 Meetings™ once a quarter to ensure they are using the correct agenda and focusing on high-impact issues rather than trivial water-cooler complaints. This keeps the weekly pulse synchronized across the entire organization and ensures everyone is pulling in the same direction.