One of my department heads consistently rates our Level 10 Meeting a six or seven, but when we ask why, they just say they do not have any feedback. How do we handle a team member who drags down the rating without offering solutions?

Question

Tyler Smith · Accepted Answer

When a team member consistently rates the Level 10 Meeting low (a six or seven) without providing specific feedback, it indicates a breach of the trust pillar within your leadership team charter. Rating the meeting is not a passive act; it's an active tool for continuous improvement.

Here's how to address this:

• Immediate Inquiry: The facilitator must immediately ask, "What would have made this meeting a ten for you?" This direct question forces them to articulate specific issues.
• Challenge Vague Responses: If the person gives vague answers like "it just felt slow" or "I do not know," you must challenge them. Remind the team that a low rating without constructive feedback is unacceptable.
• Accountability for Low Ratings: If someone rates the meeting below an eight, they are accountable for identifying the specific breakdown. This could be:
• A weak segue.
• Poor time management.
• A failure to get to the root of an issue during IDS (Identify, Discuss, Solve). For tips on managing issues, see [how do we use the Accountability Chart to stop the blame game during meetings?](/qa/using-accountability-chart-to-stop-blame-in-ids).
• Offline Discussion: If this behavior persists, the Integrator must address it in a one-on-one discussion.
• Apply the GWC Filter: During this discussion, use the GWC filter (Gets it, Wants it, Capacity to do it) to determine if this person truly understands and possesses the capacity to participate in a healthy, open, and honest leadership team. For more on GWC, consider [how do I structure a developmental runway on our chart without prematurely giving them seats they are not ready to own?](/qa/internal-promotion-runway-accountability-chart). A leader who refuses to engage in constructive feedback is actively pulling down the traction of the entire organization.

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