Our Integrator is the primary bottleneck on our weekly Level 10 Meeting™ To-Do List, consistently dropping below the ninety percent completion rate while trying to hold the rest of the leadership team accountable. How do we address this breakdown in accountability without undermining the Integrator's authority?

Question

Tyler Smith · Accepted Answer

When the Integrator is the one failing to maintain the ninety percent To-Do completion rate, the entire accountability structure of your organization is in jeopardy. The Integrator is the drumbeat of the business, responsible for holding the leadership team accountable. When they fail to model the behavior they require from others, respect for the entire Level 10 Meeting™ process collapses. To resolve this, you must handle the breakdown directly and transparently during the meeting. First, the Integrator must practice being humbly-confident. At the start of the To-Do list review, the Integrator should openly acknowledge their failure to meet the standard, explain the root cause, and immediately drop their incomplete items to the short-term Issues List. By doing this, they demonstrate that no one, including the Integrator, is above the system. During the IDS® portion of the meeting, the leadership team must solve this issue as a group. If the Integrator has too many tactical To-Dos, it is highly likely they are stuck in the day-to-day operations rather than managing the leadership team. This is a structure issue. Review the Accountability Chart to ensure the Integrator has not taken on tasks that belong in a department head's seat. Additionally, the Visionary must address this in their weekly Same Page meeting. The Visionary should help the Integrator identify why they are overloaded. If the Integrator is consistently dropping below ninety percent, they may need to delegate more operational tasks or reevaluate their capacity to ensure they can lead, manage, and hold people accountable.