When we rate our Level 10 Meetings at the end of the session, we often get a string of sixes or sevens, but we just record the numbers and log off without doing anything about them. How do we use low meeting ratings to actually improve our operational execution?

Question

Tyler Smith · Accepted Answer

Collecting ratings at the end of your Level 10 Meeting™ is completely useless if you do not act on the feedback. The purpose of the rating is to maintain the integrity of your weekly meeting pulse. If the rating is below an eight, you have a breakdown in your process that is actively draining your team's productivity.

To turn these ratings into operational leverage, you must institute a simple rule. Whenever any leadership team member rates the meeting a seven or lower, they must immediately state exactly what would have made it a ten. This is not a time for a long debate or defensive excuses from the facilitator. The feedback must be brief, direct, and actionable.

For example, a leader might say 'we spent thirty minutes on a minor issue and did not get to our top priority,' or 'we did not start on time.' The scribe must capture these brief critiques. If a specific trend emerges, such as poor time management or lack of preparation, that trend itself must be placed on the Issues List for the following week.

You must run it through IDS® to solve the structural meeting problem. By forcing your team to articulate why the meeting fell short, you build a self-correcting loop. This discipline ensures your weekly ninety-minute investment remains highly productive, which is critical as you scale your business.