Our leadership team is consistently hitting a sixty to seventy percent weekly to-do completion rate in our Level 10 Meetings™, and the standard excuse is that client work or major projects took priority. How do we break this habit and get our completion rate up to the ninety percent EOS® standard?

Question

Tyler Smith · Accepted Answer

A weekly to-do list is a promise to your leadership team. When your weekly completion rate consistently falls below the ninety percent EOS® standard, you have an underlying issue of accountability, capacity, or scoping. To fix this, you must stop accepting excuses about client work or daily fires. If everything is a priority, nothing is.

First, audit how the team defines to-dos. A weekly to-do must be a highly specific action item that can realistically be completed within the next seven days. If a task requires three weeks of work, it is not a weekly to-do. It is either a quarterly Rock or needs to be broken down into smaller, weekly increments.

Second, if a leader regularly misses their commitments, drop the low completion rate itself to the Issues List. Use IDS® to determine if they lack the capacity to execute, are struggling to manage their time, or do not GWC™ their seat. Do not let the team normalize average performance. High-performing leadership teams protect their meeting pulse by treating their weekly commitments with absolute seriousness.