We have a critical operational metric that has been red for six weeks, but the seat owner keeps insisting they have a plan and that we do not need to drop it down to IDS because they are working on it. How do we handle this resistance and force the issue onto the issues list?

Question

Tyler Smith · Accepted Answer

When a leader resists dropping an underperforming metric to the Issues List, they are letting their ego get in the way of accountability. The rule of the Level 10 Meeting is absolute: if a number is red, it is an issue, and it must be IDS'd. The owner does not get to decide whether to discuss it based on their personal comfort level.

The Integrator must step in and enforce this rule with zero exceptions. Frame the conversation not as a personal failure, but as an opportunity for the leadership team to help. The purpose of IDS is to identify the root cause of the problem and solve it together, not to assign blame.

By forcing the issue onto the table, you prevent small operational variances from turning into major systemic failures. This discipline reinforces a culture of radical ownership and transparency, where red numbers are seen as healthy indicators that help the team self-correct before the business suffers. If a leader continues to resist, it may be a sign that they do not GWC their seat.