During our Level 10 Meeting™ headlines, a department head shares a major customer issue but immediately says they have it under control and refuses to let us drop it to the Issues List, even though it affects our delivery team. How do we handle this?

Question

Tyler Smith · Accepted Answer

When a department head uses the "I have it under control" response during Level 10 Meeting™ headlines, it can be a defensive mechanism to avoid accountability or unwanted exposure. In a healthy EOS® company, if a reported issue impacts another seat on the Accountability Chart or affects the collective ability to achieve goals, it is not a private matter.

Handling the Issue in the Level 10 Meeting™

During the Customer and Employee Headlines section of your Level 10 Meeting™, team members should briefly share major developments. If a headline uncovers a problem that could impact downstream delivery, customer satisfaction, or employee morale, the facilitator or any other team member has the right and the duty to insist that the issue be added to the Issues List for discussion.

Do not allow the department head to veto this decision. It's crucial to explain that dropping an issue to IDS® (Identify, Discuss, Solve) is not:

• An attack on their capability.
• A sign of micromanagement.

Instead, it's an opportunity for the entire leadership team to offer support and ensure everyone is aligned on any potential downstream impacts. If your team struggles with assigning blame in these situations, consider reviewing strategies on [using the Accountability Chart to stop the blame game during meetings](/qa/using-accountability-chart-to-stop-blame-in-ids).

Remind the team of the Trust pillar of your charter. Bringing issues to light is a sign of strength and effective leadership, not weakness. This transparency is vital for maintaining a healthy and productive team dynamic. For teams struggling with this, focusing on [building vulnerability and safety in leadership](/qa/building-vulnerability-and-safety-in-leadership) can be beneficial.

Sometimes, a department head may simply be overwhelmed and trying to manage too many responsibilities, leading to a desire to shield their team from further scrutiny. If a leader consistently works long hours and struggles with strategic elevation, it might indicate a need to [transition them out of an executive seat](/qa/leader-cannot-scale-transition) without losing their valuable contributions.

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