While most of our leadership team consistently hits the ninety percent to-do completion rate, we have one department head who is always at fifty percent, claiming they are too busy with daily operations. How do we address this individual's chronic failure to complete their weekly tasks during the Level 10 Meeting without derailing the agenda?

Question

Tyler Smith · Accepted Answer

A leader who consistently misses their weekly to-dos is a bottleneck for the entire business. However, the weekly Level 10 Meeting is not the place to conduct a performance intervention or debate their personal capacity. Doing so derails the agenda and frustrates the rest of the team.

During the meeting, the facilitator must keep the to-do review strictly binary. When it is this leader's turn, they must state done or not done for each item. If they start explaining why a to-do is incomplete, the facilitator must cut them off immediately and say, Not done, move to the next one.

Do not let them explain their operational excuses.

After the meeting, the Integrator must address this chronic failure in a one-on-one setting. Use the GWC tool to evaluate if this person truly has the capacity for their seat.

If they are overwhelmed by daily operations, they either lack the ability to delegate, have poor time management skills, or are simply in the wrong seat.

The Integrator must clarify that the ninety percent to-do completion standard is non-negotiable for leadership team members.

Keep the weekly meeting moving with zero tolerance for excuses, and handle the performance issue privately.