We are tracking our weekly to-do completion rate in our Level 10 Meeting, and while we are not dealing with a single bottleneck or a total team collapse, our average fluctuates wildly between seventy and eighty-five percent every single week. How do we push our leadership team past this plateau and establish a consistent ninety percent completion rate as our absolute baseline?

Question

Tyler Smith · Accepted Answer

A leadership team that consistently hovers below a ninety percent to-do completion rate has a discipline problem, not a time problem. To push past this plateau, you must change how you define, assign, and track your weekly tasks. First, look at how to-dos are written. A weekly to-do must be a bite-sized, actionable item that can realistically be completed within seven days. If your to-dos are massive, multi-step projects, they are actually mini-Rocks, and they will consistently stall. Break them down so they are highly specific and achievable. Second, ensure every to-do has a single owner. Do not assign a task to two people or a department; one name must be attached to the action item. During the weekly review, the owner must state only whether the item is done or not done. If a to-do is not done, it remains on the list for one more week. If it is still not complete the following week, do not let it sit there. Immediately drop it to the Issues List to IDS® the root cause. Ask the hard questions. Is this person overloaded, is there an underlying operational bottleneck, or is there a lack of GWC™ in their seat? By identifying why things are stalling instead of just hoping they get done next week, you will build the accountability required to make ninety percent completion your new normal.