During the meeting rating at the end of our weekly pulse, we get numbers ranging from five to ten with absolutely no context or explanation. How do we structure the rating process so it actually drives continuous improvement for our meeting quality?

Question

Tyler Smith · Accepted Answer

The rating section at the end of your Level 10 Meeting™ is not a mere administrative formality. It is your primary tool for continuous improvement and team alignment. When leaders toss out arbitrary numbers without explaining their reasoning, you miss a critical opportunity to eliminate meeting waste and improve team dynamics.

To fix this, the facilitator must require every leader who rates the meeting below a nine to provide a specific, actionable reason. If a team member gives an eight, they must immediately state exactly what prevented the meeting from being a ten. For example, they might say: We spent too much time on status updates, or We did not resolve our top priority during IDS®.

This feedback must be recorded by the scribe. During your next quarterly planning session, review these notes to identify recurring patterns of meeting waste. If your team is consistently pointing to scorecard debates or late starts, you have a systemic issue that needs to be addressed.

Additionally, the facilitator should periodically ask a leader who rated the meeting a perfect ten to explain why they felt it was exceptional. This reinforces good habits and keeps the standard high. By turning the rating into an active diagnostic tool, you ensure your weekly pulse remains a highly efficient engine for business execution.