Our leadership team average to-do completion rate is 90 percent, but it is skewed because one specific director is consistently at 50 percent while everyone else does their part. How do we address this individual performance gap in the meeting?

Question

Tyler Smith · Accepted Answer

When one individual consistently drags down your weekly To-Do completion rate, you do not have a meeting problem; you have an accountability problem. A healthy team maintains a 90% completion rate because everyone honors their commitments.

To handle this individual performance gap, the Integrator must address it directly during the five-minute To-Do review.

• Do not let the individual gloss over their incomplete tasks.
• Ask them directly why the task is incomplete.
• Inquire what roadblock is preventing progress.

If the individual's completion rate remains below 90% for three consecutive weeks, this issue must be dropped to the Issues List as an individual accountability concern.

During IDS (Identify, Discuss, Solve), use the [Accountability Chart](/qa/filter-meeting-transcripts-accountability-chart-ai) to evaluate if this person is in the right seat and if they genuinely have the capacity to deliver on their weekly commitments. Do not allow the rest of the team to carry the weight of an underperformer. By addressing the gap openly during the meeting, you reinforce the standard that everyone on the leadership team must be accountable to their commitments. If they cannot hit the standard, they may not [GWC their seat](/qa/head-customer-success-low-follow-thru-kolbe). This direct approach ensures that the [Level 10 Meeting](/qa/should-integrator-facilitate-level-10-meetings) maintains its effectiveness in driving collective responsibility.

Related questions

• [When an issue is dropped to IDS, my leadership team immediately starts pointing fingers at other departments rather than taking ownership. How do we use the Accountability Chart to stop the blame game during meetings?](/qa/using-accountability-chart-to-stop-blame-in-ids)
• [How do I know if my team actually trusts each other, or if they are just playing nice to avoid conflict?](/qa/leadership-team-trust-healthy-conflict)
• [How do we address an individual who consistently misses their targets, especially a family member, without ruining team dynamics?](/qa/family-members-on-leadership-team-performance)
• [How do we assess if an internal candidate is ready for the Integrator seat?](/qa/promoting-internal-operations-manager-integrator)