Our leadership team is struggling with a culture of rolling over our weekly To-Dos, where the same action items sit on the list for three or four weeks because team members claim they are in progress. How do we eliminate this roll-over habit and restore our weekly completion rate to the ninety percent EOS standard?

Question

Tyler Smith · Accepted Answer

A weekly To-Do in the Level 10 Meeting is a binary commitment. It is either done or not done. There is no such thing as in progress. When you allow team members to roll over To-Dos week after week with the excuse that they are working on them, you are slowly eroding the accountability of your entire leadership team.

To solve this, you must enforce a strict seven-day rule. When a To-Do is assigned, the owner of that action item must agree that it can realistically be completed within seven days. If the task is too large, it must be broken down into a smaller, seven-day bite-sized milestone. If a To-Do is not completed by the next meeting, it is marked as not done, and the facilitator must immediately drop it to the Short-Term Issues List for IDS.

During IDS, the team must diagnose why the To-Do was missed. Was it a lack of capacity, a resource bottleneck, or simply a lack of discipline? This shifts the conversation from a passive excuse during the review to an active problem-solving session. By forcing missed To-Dos into IDS, leaders quickly learn that failing to complete their commitments results in a direct, transparent discussion of their execution. This healthy friction naturally drives your completion rate back above ninety percent.