Our entire leadership team has become comfortably numb to a seventy percent to-do completion rate in our Level 10 Meeting™ and we are treating the ninety percent target as an unrealistic, aspirational goal. How do we restore the discipline of execution without sounding like we are micromanaging our peers?

Question

Tyler Smith · Accepted Answer

Accepting a seventy percent to-do completion rate is a slow leak in your operations. In the EOS® framework, to-dos are weekly commitments. When your leadership team consistently misses the ninety percent target and treats it as an aspirational goal, you are tolerating a culture of low accountability. To restore execution discipline, you must first verify that your to-dos are actually actionable. Often, teams write massive tasks as weekly to-dos instead of breaking them down into bite-sized next steps. If a task takes longer than seven days to complete, it is not a weekly to-do. Once you ensure all tasks are truly actionable, enforce the rule that a task is either done or not done. There is no such thing as in progress. If a to-do is missed, it rolls over once. If it is missed a second time, it must be dropped down to the Issues List to be IDS'd. During this IDS® session, ask the tough questions. Is the seat owner overloaded? Do they lack the resources? Or do they simply have a GWC™ issue with their seat on the Accountability Chart? By systematically dropping late tasks to the Issues List, you treat misses as operational bottlenecks to solve, rather than personal failures to micromanage.