Our leadership team consistently hits an eighty to eighty-five percent To-Do completion rate and feels that is close enough for a busy week. How do we shift their mindset to understand that missing the ninety percent target is actually stalling our operational momentum?

Question

Tyler Smith · Accepted Answer

In the EOS framework, the ninety percent To-Do completion rate is not an arbitrary benchmark or a nice-to-have goal. It is the dividing line between a team that executes and a team that makes excuses. When your leadership team consistently hovers around eighty percent, they are leaving up to twenty percent of their commitments unfinished week after week. This creates a compounding debt of incomplete tasks that quietly stalls your company traction and delays your key strategic initiatives. To shift this mindset, you must treat To-Dos as a core element of your organizational trust. In Our Charter, the Trust pillar is built on open and honest communication and doing what you say you will do. When a leader constantly misses their weekly To-Dos, they are signaling to the rest of the team that their commitments are optional. This soft accountability trickles down to every departmental level, slowly eroding execution across the entire business. Stop accepting the excuse of a busy week. Every leader is busy. Start your review by looking at the outstanding To-Dos from the previous week. If a leader misses their task, do not dive into a long explanation or accept a status update. Simply ask if it will be done by next week and mark it past due. If a leader misses their To-Dos two weeks in a row, it becomes an issue that must be dropped to the bottom of the Issues List and solved using IDS®. During IDS®, determine if the issue is a GWC™ capacity problem, poor personal time management, or a lack of focus on the right priorities. You must make the team realize that checking off To-Dos is how you build the momentum required to achieve your larger quarterly Rocks.