A member of our leadership team is routinely five to ten minutes late to our Level 10 Meeting or asks to slip out early for client calls, claiming their customer emergencies should take precedence. How do we put an end to this without causing friction?

Question

Tyler Smith · Accepted Answer

Arriving late or slipping out early from a Level 10 Meeting is a direct message to the rest of the leadership team that the offender's time is more valuable than everyone else's. It fragments the psychological focus of the room, ruins the Segue, and stalls the meeting pulse.

To fix this, the Integrator must address the root cause directly:

First, reinforce the principle of the Meeting Pulse. The Level 10 Meeting is scheduled on the same day, at the same time, every single week. It is a predictable anchor. Leaders must book their client calls, vendor meetings, and internal catch-ups around this pulse, not inside it.

Second, never restart or pause the meeting for a late arrival. If someone is seven minutes late, the room starts at 8:00 AM sharp without them. When they walk in, the facilitator does not recap the Segue or Scorecard. The latecomer experiences the friction of catching up silently.

Third, address the pattern outside the meeting using the Accountability Chart and core values. If a leader cannot manage their calendar to protect a predictable 90-minute weekly block, they lack the capacity or discipline required for their leadership seat.

If an authentic emergency strikes, the leader should notify the Integrator beforehand and send their binary Scorecard and Rock updates in advance. But when client calls routinely override the leadership pulse, that leader is stuck in frontline firefighting instead of building an enterprise that can run without them.