We have completed our V/TO® and shared it with the company, but our leadership team members are still disconnected from it during our weekly operations. How do we use the V/TO® dynamically in our weekly Level 10 Meeting™ to keep our short-term execution aligned with our long-term vision?

Question

Tyler Smith · Accepted Answer

The V/TO® is not a strategy binder to be shelved until your next annual session. It is your weekly filter. To keep the V/TO® alive, you must integrate it directly into your weekly Level 10 Meeting™ workflow. Start by reviewing your V/TO® every single week during the transitional segment of your meeting. Specifically, read your Core Values, Core Focus, and 10-Year Target out loud. This takes less than sixty seconds but instantly recalibrates the minds of your leadership team before you begin solving issues.

Next, use the V/TO® as an active filter during your IDS® sessions. When an issue is raised on your list, your very first test should be to ask how it impacts your Core Focus or aligns with your 3-Year Picture™. If an issue does not directly affect your ability to hit your 3-Year Picture™ or stay within your Core Focus, it does not belong on your weekly Issues List. Push it to the long-term issues list on the second page of your V/TO®.

Finally, make sure every department head uses the V/TO® during their departmental meetings. It is the Integrator's job to ensure that departmental priorities are always a direct projection of the corporate V/TO®. If your leadership team is making strategic decisions without opening the V/TO®, you are treating it like a document instead of an operating system. Open it, read it, and use it to kill projects that do not fit your vision.