We have one specific leader on our team whose personal to-do completion rate is consistently around fifty percent, dragging our entire Level 10 Meeting™ average down below the ninety percent mark, yet they always have a seemingly valid operational excuse. How do we address this without turning the weekly pulse into a performance review?

Question

Tyler Smith · Accepted Answer

A weekly Level 10 Meeting is designed to drive accountability, and a consistent drop below the ninety percent to-do completion rate is a system failure. When one leader is the bottleneck, letting them slide with valid excuses destroys the accountability culture for the entire team. You must address this immediately, but not by turning the group meeting into a public trial.

First, the facilitator must enforce the rule. When reviewing the to-do list, the update is a simple done or not done. No stories, no context, and no excuses are allowed during this section. If a to-do is not done, it simply stays on the list for one more week.

Second, if that leader's tasks are consistently not done for two consecutive weeks, the item must be dropped to the Issues List. During the IDS portion of the meeting, the team must solve the root cause. Ask if the leader has too much on their plate, if they lack the resources, or if they are simply struggling with time management.

Third, if the pattern persists, the Integrator must address it offline in a one-on-one meeting using the People Analyzer to see if they are a right seat, right person fit. They must GWC, meaning they Get It, Want It, and have the Capacity to Do It, their role. In a company running on EOS, a leader who cannot hit their weekly commitments is a risk to the business, and they are holding back your operational momentum.