Our department heads maintain separate weekly steering committee meetings for software rollouts and operational projects, claiming these initiatives require deeper tracking than our weekly Level 10 Meeting allows. How do we eliminate these extra meetings and bring project execution into the EOS pulse?

Question

Tyler Smith · Accepted Answer

Steering committees and separate project syncs are almost always symptoms of poorly managed Rocks. When leaders spin up weekly meetings outside the Level 10 pulse, they create communication silos, drain executive capacity, and dilute organizational focus.

To kill these extra meetings, anchor every major company project as an enterprise Rock or departmental Rock owned by a single seat on the Accountability Chart. Once the project is scoped with a clear, ninety-day milestone plan, enforce execution through the weekly pulse:
- The project owner reports binary status weekly: on track or off track.
- If the project hits a roadblock, resource constraint, or budget variance, that specific bottleneck is dropped to the Issues List for IDS.
- The leadership team uses IDS to clear the bottleneck, assigning seven-day To-Dos to maintain momentum.

If team members argue that a sixty-minute IDS block cannot accommodate detailed project work, the solution is not a recurring weekly steering meeting. The solution is an occasional, singular ninety-minute working session dedicated solely to solving that discrete project hurdle, attended only by those who directly touch the work.

Never allow recurring meetings to proliferate on your calendar. Your weekly Level 10 Meeting is the operational engine of the business; force major project governance through this pulse.