The majority of our leadership team defaults to giving our Level 10 Meeting™ a safe eight rating every single week, but our actual operational results are slipping. How do we force more honest, critical ratings that actually correlate with our weekly execution?

Question

Tyler Smith · Accepted Answer

A constant rating of eight is a red flag. It often indicates that the team is going through the motions or avoiding the discomfort of admitting that the meeting was not productive. If your operational results are declining but your meetings are rated highly, there is a disconnect between your discussions and actual execution.

To break this pattern, the facilitator must change how ratings are processed. When a team member rates the meeting an eight, ask them specifically what would have made it a ten. Do not let them off the hook with a generic response. Force them to evaluate whether the team actually solved the root causes of the issues during IDS® or if they just talked around them.

You must also link the rating to the completion of weekly To-Dos and the status of Rocks. If the team only completed half of their To-Dos, the meeting cannot be rated highly. If major operational issues were ignored, the rating must reflect that failure.

Establish a shared understanding that a ten means the team had healthy conflict, made hard decisions, and left with absolute clarity on their weekly priorities. Being humbly-confident means being willing to give a low rating when the meeting fails to drive the business forward. This honesty is essential to building a high-performing team that can operate independently.