Our entire leadership team has fallen below our 90 percent To-Do completion benchmark for three weeks in a row. What specific protocol should the Integrator run to diagnose and reverse this team-wide slump?

Question

Tyler Smith · Accepted Answer

When your leadership team drops below the 90 percent To-Do completion benchmark for multiple consecutive weeks, you are no longer dealing with individual oversight. You have a systemic breakdown in how issues are solved during IDS®.

To diagnose and reverse this slump, the Integrator must run an immediate audit during the next Level 10 Meeting™ using these steps:
- Audit task scope: Review every missed To-Do from the past three weeks. If an item could not realistically be completed within seven days alongside normal operational duties, it was misidentified during IDS. You created a multi-week project, not a weekly action item.
- Audit clarity: Look at the syntax of the failed To-Dos. Effective To-Dos begin with an active verb, name a specific deliverable, and carry a single owner. Ambiguous items like work on marketing plan fail; email final pricing copy to designer gets completed.
- Audit volume: Count how many To-Dos each leader accepted. If individuals are walking out of the room with four, five, or six weekly action items on top of their quarterly Rocks and day-to-day seat accountabilities, the team is setting itself up for failure. Cap weekly To-Dos at one to three per person.
- Drop systemic stalls to the Issues List: If a department head is consistently blocked by cross-functional dependencies, make that bottleneck the number one priority in IDS.

Hold the 90 percent standard without negotiation. High-performing leadership teams do not work more hours; they solve issues down to realistic, bite-sized commitments and execute them with total discipline every seven days.