Leaders on our team frequently arrive two to five minutes late to our Level 10 Meeting or slip out early for client calls, breaking the rhythm. What is the standard protocol for enforcing strict start and end times?

Question

Tyler Smith · Accepted Answer

The Meeting Pulse relies on absolute predictability: same day, same time, same agenda, starting on time, and ending on time. When leaders walk in five minutes late or slip out early, they communicate that their individual schedule is more valuable than the collective alignment of the leadership team.

To eliminate tardiness and protect the meeting pulse, implement the following operational standards:
- The meeting starts at the exact second scheduled. If the Level 10 Meeting begins at 8:30 AM, the Integrator opens the Segue at 8:30:00 AM, even if three seats are empty. Do not wait for stragglers. Do not recap what they missed when they walk in. Late leaders must endure the discomfort of walking into a running meeting.
- Ban client calls and operational fire drills during the ninety-minute window. Unless a physical facility is burning down, no email, phone call, or customer escalation supersedes the Level 10 Meeting. If a leader cannot step away from client calls for ninety minutes once a week, their seat lacks delegation and GWC.
- Address repeat offenders directly on the Issues List. If a specific department head consistently arrives late, drop their tardiness onto the list as a structural issue. Solve it using IDS. If the meeting time conflicts with an unmovable operational demand, adjust the permanent meeting time. If it is simply poor discipline, treat it as an Accountability Chart issue.
- End on time, every time. Never run to ninety-one minutes. When leaders see that the Integrator honors their time by ending sharply at the mark, they respect the start time.