We have a leadership team member who consistently misses their Level 10 Meeting To-Dos and blames client emergencies. How do we address this pattern when they are technically hitting their client-facing metrics but failing the team?

Question

Tyler Smith · Accepted Answer

When a leadership team member consistently misses their Level 10 Meeting To-Dos and blames client emergencies, you have an accountability failure. While client needs are important, a leader who constantly sacrifices internal commitments for daily fires is operating as an individual contributor, not an executive. They are failing to manage their seat on the Accountability Chart. To resolve this, you must address the pattern directly. First, confirm they still GWC their seat. Do they have the capacity to manage both their operational duties and their leadership responsibilities? If they are genuinely overwhelmed, you may need to restructure their role or delegate some of their tasks. However, if it is a prioritization issue, you must hold them to the ninety percent completion standard. Explain to them that incomplete To-Dos hold the entire company back. When they fail to execute their weekly tasks, they create a bottleneck for every other leader in the room. If they use client work as a shield against accountability, remind them that the leadership team's primary responsibility is to work on the business. If they cannot balance the two, they are dragging the company down. Treat missed To-Dos not as scheduling conflicts, but as a commitment issue that requires immediate correction.