Our client success department claims they do not have enough weekly operational issues to justify a ninety-minute Level 10 Meeting™ and want to drop it to once every two weeks. Do we let them reduce the frequency, or is this a sign of a deeper operational blind spot?

Question

Tyler Smith · Accepted Answer

You must never reduce the weekly meeting pulse. Dropping a departmental Level 10 Meeting to every two weeks is a critical mistake that breaks your execution rhythm.

When a team claims they do not have enough issues to discuss, it usually means they do not know how to identify issues. They are likely tolerating small inefficiencies, working around broken processes, or hiding their challenges to avoid conflict.

Every operating department has weekly issues. If they claim otherwise, they are likely confusing issues with crises.

An issue is not just a major disaster. It can be a minor delay in onboarding, a slow response time, a manual process that should be automated, or a metric on their Scorecard that is slightly off track.

The department head must coach the team to bring these items to the list. If they run out of issues, they should review their departmental Scorecard and Rocks in detail. They can also spend time analyzing their workflows for automation opportunities.

If they still finish early, they can end the meeting. A Level 10 Meeting does not have to last ninety minutes if the work is done. However, keeping the weekly slot on the calendar is vital to maintain accountability and handle unexpected challenges.