Our leadership team average for weekly To-Do completion is technically above ninety percent, but that is because most of us hit one hundred percent while our sales director sits at fifty percent every single week. How do we address this individual performance gap during the Level 10 Meeting without turning it into a personal attack?

Question

Tyler Smith · Accepted Answer

When one leadership team member consistently drags down your To-Do completion rate, you have an accountability issue that is hidden by the team's overall average. If your sales director sits at fifty percent while everyone else hits one hundred percent, you cannot ignore this gap just because the overall average looks fine.

First, the Integrator must address this directly during the To-Do review. Do not let excuses slide. If a task is not done, it is simply not done. Avoid long explanations during the meeting. Keep the focus on accountability. If the same To-Dos are carried over for a second week, the Integrator must drop this pattern to the Issues List to be addressed during IDS.

During IDS, determine if this is a resource issue, a priority issue, or a GWC issue. Is the sales director overwhelmed with daily tactical fires because their seat is poorly structured on the Accountability Chart? Or are they simply failing to prioritize their weekly commitments?

If it is a capacity or structural issue, you may need to adjust their roles. If it is a performance issue, the Integrator must address it outside the meeting using your core values as a filter. We must live by the rule of doing what we say we will do. Consistently failing weekly commitments undermines trust and slows down the entire organization's exit readiness and scaling efforts.