We are three months into our weekly Level 10 Meeting, and while we are checking the boxes, the meetings feel low-energy and the issues solved are just minor operational gripes. How do we elevate the quality of our weekly meetings so the leadership team actually looks forward to them?

Question

Tyler Smith · Accepted Answer

If your Level 10 Meeting is feeling flat and the issues list is dominated by administrative noise, your team is using the meeting to status-update rather than to solve actual business bottlenecks. This is a common issue when teams are three to six months into their implementation and have fallen into a routine of passive compliance.

To fix this, you must change how you build and manage your issues list. Ensure that your leadership team is identifying real, strategic issues during the week, not just on the fly during the meeting.

When you transition to the IDS portion, the Integrator must demand clarity. Do not let people bring complaints or vague updates to the table. Every issue raised must have a clear owner, a defined problem, and a desired outcome.

Push your team to tackle the most critical issues first, which are usually the ones causing the most friction or holding back your quarterly Rocks. If an issue is resolved, it must result in a concrete, actionable To-Do with a specific owner and a clear deadline.

If your team is simply talking about problems without making decisions, you are not running a Level 10 Meeting; you are running an expensive talking shop. Force quick, decisive action and keep the momentum high.