Our overall Level 10 Meeting™ to-do completion rate is consistently dragged below the ninety percent standard by one specific leader who is clearly drowning in their seat. How do we handle this individual execution failure during our weekly pulse without publicly embarrassing them?

Question

Tyler Smith · Accepted Answer

Trying to shield a leader from public accountability during your weekly Level 10 Meeting™ is a mistake that hurts the entire company. The meeting is designed to bring issues to the surface, not to sweep them under the rug to protect someone's feelings.

First, maintain the discipline of your weekly To-Do review. If their tasks are incomplete, note it objectively. Do not make excuses for them, and do not let them offer long explanations during the review.

Second, immediately drop this pattern down to the short-term issues list. When you IDS® this issue, do not attack the person. Instead, focus on the seat on your Accountability Chart.

Ask the team:

- Is this seat overloaded, or does this individual lack the capacity to GWC™ this role?

If the issue is overload, redistribute the tasks or simplify their processes. If the issue is capacity, the Integrator must address this offline in a private one-on-one.

Using this objective approach keeps the focus on operational efficiency rather than personal blame, ensuring your weekly meeting pulse remains a healthy tool for solving systemic problems.