Our leadership team members are finally rating our Level 10 Meeting™ honestly, with some scores dropping to sixes and sevens, but they fail to give any constructive feedback during the rating phase on how to make it a ten. How do we force constructive feedback when the scores are low?

Question

Tyler Smith · Accepted Answer

A rating below an eight without a constructive reason is useless data. The rule is simple: if you rate the meeting lower than an eight, you must state exactly what would have made it a ten. You cannot just throw out a low score and check out of the room.

The facilitator must hold the line on this discipline. When a six or seven is given, ask immediately, what was missing today. If they say they do not know, do not let them off the hook. Ask them to identify where the meeting dragged. Was it a scorecard review that took too long, or did we fail to get to the root cause during IDS®?

This is about being Humbly-Confident. We must be willing to expose meeting friction to fix it. If team members refuse to provide feedback, they are violating the Trust pillar of your Charter. Keep pushing until they give a concrete structural reason.

Over time, this practice trains the team to observe the meeting dynamics actively. It turns a boring compliance metric into an active tool for continuous operational improvement.