While most of our leadership team hits the ninety percent to-do completion rate, we have one leader who consistently carries over the same tasks week after week. How do we handle this specific individual accountability gap without disrupting the team dynamic during our Level 10 Meeting?

Question

Tyler Smith · Accepted Answer

When an individual leader consistently fails to meet the ninety percent to-do completion target, it is not just a productivity problem. It is a drag on the entire team's momentum and a threat to the Trust pillar of your company's foundation.

During the Level 10 Meeting™ itself, you must address this objectively during the To-Do list review. The rule is simple: a to-do is either done or not done. There is no in progress. If a leader has carried over a to-do for more than two weeks, it automatically becomes an issue and must be dropped to the bottom of the Issues List.

Once it is on the Issues List, run it through the IDS® process. Do not let the conversation turn into a personal attack or a defensive explanation. Focus on the seat, not the person. Ask whether the leader actually has the capacity to deliver, if they are GWC™ (Get It, Want It, Capacity to Do It) for their seat, or if the to-dos are poorly scoped.

Sometimes, leaders take on tasks that belong to their direct reports because they have not structured their departmental Accountability Chart™ correctly. Other times, they simply lack the organization to execute.

By systematically dropping overdue to-dos to the Issues List, you remove the personal drama and treat the delay as an operational bottleneck. This keeps the meeting productive while forcing the leader to own their output or ask for help.