Our Level 10 Meeting™ regularly runs over the ninety-minute mark because we get bogged down in deep discussions during the scorecard and rock review sections. How do we keep the reporting section strictly operational and save our time for IDS®?

Question

Tyler Smith · Accepted Answer

If your Level 10 Meeting™ is running over ninety minutes, you are violating the fundamental rule of the agenda: reporting is for reporting, not for problem-solving. When a scorecard number is red or a Rock is off track, the only acceptable response during the first twenty-five minutes of the meeting is to drop it down to the IDS® section.

The leadership team must develop the discipline to stay completely silent during the scorecard, Rock review, and people headlines sections except to state whether a metric is on track or needs to be dropped to the issues list. If a leader starts explaining why their sales number is low, the meeting leader must immediately cut them off and say, drop it.

This keeps your reporting section to a tight fifteen to twenty minutes, leaving a full sixty minutes for actual problem-solving.

To maintain this discipline, the Integrator or meeting leader must actively police the transition. If a discussion begins naturally during reporting, immediately write the topic on the issues list and move to the next reporting item.

Additionally, make sure your scorecard is lean. If you are reviewing thirty metrics during the reporting phase, you are tracking too much. Trim your weekly scorecard to fifteen or fewer high-level predictive indicators. This ensures you move quickly through the numbers and spend your valuable collective intelligence solving the actual root-cause problems during the IDS® portion.