We suspect one of our department heads does not have the GWC for their seat, and they are using their high-level updates and storytelling during the Level 10 Meeting to mask their lack of execution. How do we use the meeting discipline to expose these performance gaps objectively?

Question

Tyler Smith · Accepted Answer

The beauty of the Level 10 Meeting is that it is designed to be a highly objective, data-driven environment where performance gaps have nowhere to hide. If a department head is using storytelling and high-level updates to mask their deficiencies, it means your meeting discipline is too soft. You must tighten your execution of the front end of the agenda. During the Scorecard and Rock reviews, the rules are absolute: the owner must only state whether their metric is on track or off track, and whether their Rock is on track or off track. Do not allow any context, explanations, or updates. If a metric is red or a Rock is off track, drop it directly to the Issues List. When you get to the IDS portion, look at the data. If their numbers are consistently red, and their weekly to-dos are consistently carrying over, the data speaks for itself. Use the IDS process to identify why the seat is struggling. By stripping away the storytelling and forcing the leader to live by their weekly numbers and deliverables, you will quickly make it obvious to everyone, including them, whether they truly GWC their seat.