Our leadership team consistently rates our Level 10 Meetings as tens, but our actual execution of Rocks and To-Dos is mediocre. How do we stop the fake ratings and get real feedback?

Question

Tyler Smith · Accepted Answer

When a team rates a meeting as a ten but has mediocre execution, you have a trust problem. People are likely rating the meeting highly just to avoid conflict, get out of the room faster, or make the facilitator feel good. This violates the trust pillar of your operating charter, which demands open, honest, and vulnerable communication. To break this pattern, you must redefine what a ten means. A ten is not a polite score for a meeting that started and ended on time. A ten means the team was fully engaged, raised the most critical issues, engaged in healthy conflict, solved those issues completely, and committed to clear actions. The facilitator must challenge any rating that does not match reality. If your To-Do completion is at seventy percent and you have off-track Rocks, yet everyone rates the meeting a ten, the facilitator should call it out. Ask the team: how can this be a ten when we are failing to execute on what we agreed to do? Force the team to explain their ratings. If someone gives a nine or a ten, ask them what made it so effective. If someone gives an eight, ask them what would have made it a ten. By demanding specificity, you make it uncomfortable for people to give lazy, polite ratings. This shift in accountability is crucial for driving real results and building a high-performing culture.