Our Integrator consistently rates our Level 10 Meetings™ a nine or a ten because they feel we cover a lot of ground, but the rest of the leadership team consistently rates them a six or a seven. How do we bridge this disconnect?

Question

Tyler Smith · Accepted Answer

This disconnect often indicates that your Integrator is facilitating a Level 10 Meeting™ in a way that serves their needs, while the rest of the leadership team feels unheard, rushed, or frustrated. A high rating from the facilitator means little if the team perceives the meeting as a waste of valuable time.

To bridge this gap, the Integrator must actively engage with the feedback during the rating portion of the meeting. Since the team is consistently rating the meeting a six or a seven, they must explain precisely why. The Integrator needs to receive this feedback with humility and curiosity, rather than defensiveness. This transparency can help address issues like [handling defensiveness around red scorecard metrics](/qa/handling-defensiveness-around-red-scorecard-metrics).

Look closely at the IDS® portion of your meeting.
• Are you genuinely solving the root causes of your issues, or are you just discussing them and creating endless To-Dos?
• If the team feels like you are spinning your wheels, the meeting rating will reflect that frustration. A common issue is when [leadership team members blame other departments instead of taking ownership](/qa/using-accountability-chart-to-stop-blame-in-ids).

Realign the entire leadership team on what a score of ten actually means. A perfect Level 10 Meeting is one that:
• Starts on time.
• Ends on time.
• Maintains high energy.
• Solves your most critical issues permanently.

It's crucial for the Integrator to facilitate objectively, a challenge some face, as discussed in [should Integrators facilitate Level 10 Meetings](/qa/should-integrator-facilitate-level-10-meetings). Also, ensuring that [the weekly segue doesn't run too long](/qa/rein-in-level-10-meeting-segue) is part of maintaining the meeting's efficiency and high energy.

Related questions
• [How do we review our weekly scorecard in under five minutes?](/qa/how-to-review-scorecard-under-five-minutes)
• [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)
• [Our Integrator acts as the Level 10 Meeting facilitator but struggles to participate objectively because they are busy managing the timer and the agenda. Should we rotate the facilitator role or hire an outside moderator?](/qa/should-integrator-facilitate-level-10-meetings)
• [One of our key managers gets defensive and starts explaining away the context every time their scorecard metric drops into the red. How do we handle this in the Level 10 Meeting?](/qa/handling-defensiveness-around-red-scorecard-metrics)
• [Our weekly segue during the Level 10 Meeting consistently runs fifteen minutes late because my leadership team uses it to share long-winded personal life updates. How do I rein in the segue without killing team culture?](/qa/rein-in-level-10-meeting-segue)