We have one leadership team member whose To-Do completion rate is chronically below fifty percent, but our weekly Level 10 Meeting™ just rolls their tasks over to the next week without any real friction. How do we stop this toxic passivity and force a hard conversation?

Question

Tyler Smith · Accepted Answer

When your weekly Level 10 Meeting™ allows To-Dos to be rolled over week after week, you are running a country club, not a business. A To-Do is a seven-day commitment. Our target is a ninety percent completion rate across the entire team. Rolling a task over once is a warning; rolling it over twice is an issue that must be dropped to the list.

The next time this leader's incomplete To-Do is read, the facilitator must not simply say, "Keep it on?" and move on. Instead, they must say, "This is the second week this has not been completed. We are dropping this to the Issues List for IDS® today."

During the IDS® portion of the meeting, the team must diagnose the root cause of this failure. Is this person simply overwhelmed, are they lacking the resources to execute, or do they simply not GWC™ their seat on the Accountability Chart?

Do not let them hide behind the excuse of being busy with daily operations. If they are too busy to execute their weekly commitments, they either have a capacity issue that needs to be solved structurally, or they lack the personal discipline required for a leadership role. By dragging this pattern into the light during IDS®, you force the leader to face the team they are letting down. This collective peer pressure is highly effective at correcting poor performance.