We have dozens of critical long-term issues on page two of our V/TO, but our weekly Level 10 Meeting is entirely consumed by short-term execution. How do we address this strategic backlog?

Question

Tyler Smith · Accepted Answer

If your long-term Issues List on page two of your V/TO is becoming a dusty parking lot where strategic ideas go to die, you are failing to transition those items into action. While the weekly Level 10 Meeting must remain focused on immediate, short-term issues, you must have a systematic process for reviewing and addressing your long-term strategic list.

First, understand that the long-term list does not belong in your weekly ninety-minute pulse. Trying to solve big, structural problems during a weekly operational meeting will only derail your traction and cause you to run over time.

Instead, the proper venue for your long-term Issues List is your Quarterly Collaborative Session. Every ninety days, when your leadership team meets to review the past quarter and set new Rocks, you must dedicate a specific block of time to review the long-term list.

During this session, look at each item and make a decision: does it need to become a Rock for the upcoming quarter, should it be moved to the short-term Issues List for the next weekly meeting, or should it remain on the long-term list for future consideration?

By establishing this clear boundary between weekly operational issues and quarterly strategic goals, you ensure that your big ideas are never forgotten while keeping your weekly meetings highly focused on immediate execution.