We have a team member on our leadership team who is clearly struggling to GWC their seat, and it is painfully obvious during our weekly Level 10 Meeting reviews. How do we handle this performance gap during the meeting without turning the session into an awkward, public intervention?

Question

Tyler Smith · Accepted Answer

The Level 10 Meeting™ is designed to highlight operational gaps, and it will inevitably shine a bright spotlight on any leader who is struggling to GWC™ their seat. When a leader's scorecard metrics are consistently red and their weekly to-dos are repeatedly missed, the entire team feels the drag. However, the weekly meeting is not the place to run a performance review or stage a public intervention.

Doing so destroys the psychological safety of the room and halts productive problem-solving. To handle this correctly, you must run a parallel track outside the meeting pulse.

As the Integrator, you must address this performance gap during your private one-on-one sessions. Use the Accountability Chart and your Core Values as the framework for this direct conversation. Mirror back the objective data from the Level 10 Meeting™ reviews, and establish a clear, short-term improvement plan.

During the actual Level 10 Meeting™, the underperforming leader must be held to the same objective standards as everyone else. If their metric is red, it drops to the issues list. If we need to solve the issue, we run the IDS® process objectively, focusing on the operational bottleneck rather than attacking the individual.

This disciplined approach ensures the meeting remains a productive, respect-driven space. It shows the rest of the leadership team that you address performance issues directly and professionally, protecting your operational health and paving the way for a clean exit.