During our IDS® sessions, we often identify systemic process errors that require weeks of deep work to resolve, rather than a quick weekly fix. How do we handle these long-term issues without bogging down our weekly meetings?

Question

Tyler Smith · Accepted Answer

It is common to uncover massive, systemic issues during your weekly Level 10 Meeting™ that cannot be solved in a ten-minute discussion. When you try to solve a complex, long-term process failure on the fly, you hijack the meeting and leave other critical issues unaddressed.

To handle these complex challenges, you must use your weekly IDS® session to identify the root cause and then determine the appropriate vehicle for resolution. If the issue requires significant research, cross-departmental collaboration, or weeks of implementation, the correct resolution is to create a weekly To Do to research the scope, and then table the larger issue for your next quarterly session where it can be properly debated and turned into a quarterly Rock.

Alternatively, if the systemic issue is causing immediate operational damage, the leadership team can assign a specific owner a To Do to draft a proposal. This proposal is then brought back to the next weekly Level 10 Meeting™ for a quick, focused decision.

By separating the weekly problem-solving cadence from deep, long-term strategic projects, you keep your operations moving fast. This prevents your weekly meetings from stalling out and ensures that major structural changes are handled with the care and planning they deserve, keeping your business healthy and exit-ready.