One of our leadership team members consistently rates our Level 10 Meeting™ a five or six out of ten, but when we ask why, they just shrug and say 'it could have been better' or 'we just didn't get enough done' without giving any actionable feedback. How do we handle this passive-aggressive rating behavior and get them to contribute to improving our meeting pulse?

Question

Tyler Smith · Accepted Answer

A low meeting rating without a constructive explanation is worse than no rating at all. It drags down team morale and fails to solve the underlying operational friction. Under the EOS® model, rating the meeting is an accountability tool, not a mood ring.

To fix this, the Integrator must establish a ground rule: any rating below an eight requires a specific, actionable reason. If a leader rates the meeting a five or six, they must immediately state exactly what went wrong and how to fix it. Did we start late? Did we get stuck in headlines? Did we fail to follow the IDS® process? Did we avoid the real elephant in the room?

If the leader continues to shrug and offer vague answers, the Integrator must take them aside for a one-on-one conversation outside of the Level 10 Meeting™. Use the GWC™ framework to determine if they truly understand, want, and have the capacity to participate in a high-performing leadership team. Remind them that they are equally responsible for the productivity of the meeting. If the meeting is a five, it is their job to help make it a ten by speaking up, driving the focus, and participating fully in conflict.