Our leadership team has been stuck at a 70 to 75 percent To-Do completion rate for months, and while everyone agrees on the tasks during the meeting, execution consistently stalls between pulses. How do we diagnose whether this is a capacity issue, an accountability issue, or a flaw in how we run the meeting?

Question

Tyler Smith · Accepted Answer

Lingering at a 70 to 75 percent To-Do completion rate is an operational failure. It signals that commitments made in your Level 10 Meeting are treated as optional suggestions rather than hard weekly promises. You must diagnose the breakdown methodically.

Start by evaluating capacity versus seat fit. Look at the Accountability Chart using GWC (Get it, Want it, Capacity to do it). Are one or two specific seats consistently dropping tasks? If an executive is legitimately capped out because their seat has outgrown them, they will drop balls between meetings. In that scenario, you have a structural delegation issue, not a meeting problem.

Next, examine how To-Dos are written during IDS. A valid weekly To-Do must be a binary action achievable within seven days. If your team is assigning tasks that realistically require three weeks of cross-functional work, the completion rate will collapse. Ensure tasks are broken down into single steps.

Finally, inspect peer accountability. When an item is marked "Not Done" during the review, what happens? If the team simply shrugs and rolls it over to the following week without discussion, you have created a culture of low accountability. When a To-Do is missed, the facilitator must ask why it was missed and determine if a true operational roadblock needs to be dropped to the Issues List. Without peer pressure, discipline disappears.