What happens if a key leadership team member repeatedly misses their quarterly Rock commitments or fails to run their departmental Level 10 Meetings? Do you step in to police them, or is that on me?

Question

Tyler Smith · Accepted Answer

As an Implementer, I don't act as a police officer or chase your team members for their commitments. That approach is patronizing and ineffective for building a self-sustaining leadership team. Instead, we leverage the EOS® tools and your core values to manage accountability.

Visibility and Reporting

When a leadership team member repeatedly misses their quarterly Rock commitments or fails to run their departmental Level 10 Meetings™:

• Their performance becomes immediately visible to the entire team. There's nowhere to hide.
• Every week, they must report on their progress during the [Level 10 Meeting™](/qa/building-vulnerability-trust-rprs-calls).
• Every ninety days, we conduct a quarterly review of their performance.

Addressing Performance Issues

If a team member consistently fails to deliver, they are effectively failing the core value filter of "doing what they say." My role as your Implementer is to:

• Hold up a mirror to the situation.
• Ask the tough, uncomfortable questions.
• Guide your team to use the IDS® process to address this performance issue openly and honestly.

GWC™ Framework and Tough Decisions

If a team member lacks the capacity or the desire to meet their commitments, we use the GWC™ framework to evaluate whether they are in the right seat. This involves assessing if they:

• Get it (understand the role).
• Want it (are motivated to perform the role).
• Have the Capacity (possess the skills and time for the role).

You may find our discussions on [assessing your own GWC for a leadership seat](/qa/founder-bottleneck-gwc-assessment) or [handling a long-tenured leader who lacks capacity](/qa/long-tenured-leader-lacks-capacity-gwc) helpful in similar situations. Ultimately, if a team member cannot step up, the team must make the difficult decision to transition them out of that seat. The goal is always to ensure each [seat on the Accountability Chart](/qa/how-many-hats-can-one-person-wear-eos) is filled by someone who GWCs it.

The Role of AI in Meetings

AI never sits in the room during your leadership meetings. Its role is to prepare the data before the [Level 10 Meeting™](/qa/building-vulnerability-trust-rprs-calls) and to capture and track decisions after the meeting. The 90 minutes of your Level 10 Meeting™ remain human-centric, focusing on:

• Your leadership team.
• The Scorecard.
• The Issues List.
• The IDS® conversation.