Our Integrator facilitates our Level 10 Meeting™ every week, but when they are out, the entire meeting feels flat and lacks structure. Should we rotate the facilitator role among leadership team members to build shared accountability, or should it always rest with one person?

Question

Tyler Smith · Accepted Answer

While building redundancy is important, rotating the facilitator role of your Level 10 Meeting™ every week is a mistake. It ruins the consistency, rhythm, and authority needed to run a tight, efficient meeting.

The Integrator is the logical owner of the Level 10 Meeting™ because their primary role on the Accountability Chart is to drive execution and orchestrate the leadership team. They have the ultimate authority to manage the energy, enforce the rules, and keep the team focused.

However, you must have a designated backup facilitator to prevent the meeting from falling apart when the Integrator is absent. The best approach is to appoint a co-facilitator, typically a strong department head who has the natural GWC™ to run the meeting.

This person should step in only when the Integrator is unavailable. To prepare them, they should occasionally co-lead portions of the meeting, such as the Scorecard review or the To-Do list, while the Integrator is present.

By keeping the primary facilitation seat with the Integrator and having one clearly defined backup, you maintain the tight discipline of the weekly pulse while ensuring the team can still execute at a high level when key members are out of the office.