We have a single leader on our team who constantly misses their weekly tasks, dragging our leadership team's overall to-do completion rate well below the ninety percent target while claiming their seat is too overloaded with operational emergencies. How do we address this individual breakdown in to-do discipline without turning the Level 10 Meeting™ into a performance review?

Question

Tyler Smith · Accepted Answer

When one seat owner consistently drags your to-do completion rate below the ninety percent mark, you do not have a time management problem. You have an accountability problem. Allowing this leader to hide behind the excuse of operational emergencies destroys the integrity of your weekly pulse and breeds resentment across the rest of the leadership team.

First, remember that a to-do is a commitment to your peers. If a leader cannot hit a ninety percent completion rate over a rolling four-week period, you must drop this behavior to the Issues List for a focused IDS® session. Do not let them explain away each missed task during the checklist review. Move it to the bottom of the agenda and solve it there.

During IDS®, focus on the seat, not the person. Review their seat description on the Accountability Chart® and ask if they truly have the capacity to achieve their goals. If their daily operational fires are genuinely preventing them from completing weekly tasks, they are either in the wrong seat, or their seat is overloaded and needs to be split.

However, if the capacity is there, then they are failing to prioritize. Help them understand that a weekly to-do is not a suggestion. It is a promise. If they cannot keep their promises, they do not GWC™ their seat. Address this gap directly and hold the line on the ninety percent standard.