Our weekly Level 10 Meeting™ is highly structured, but during the six days between meetings, accountability completely evaporates and leaders ignore their commitments until the night before the next meeting. How do we maintain the operational traction of the pulse between sessions?

Question

Tyler Smith · Accepted Answer

If your leaders only think about their commitments the night before your Level 10 Meeting™, you do not have an accountability culture; you have an exam-cramming culture. This lack of traction between meetings severely limits your operational velocity.

To fix this, you must change how your leaders interact with their commitments daily.

First, ensure that every To-Do assigned during the meeting is written with extreme clarity, defining exactly what done looks like. Vague commitments are easy to ignore.

Second, leaders must treat their calendar as their primary execution tool. They should block dedicated time on their calendars within forty-eight hours of the meeting to work on their assigned To-Dos and Rocks.

Third, hold your team to a higher standard of preparation. If a leader regularly completes their weekly commitments at the last minute, their work will be low quality, and they will bring half-baked solutions to the table.

You should also encourage short, informal daily huddles or stand-up meetings within individual departments to maintain daily focus.

By enforcing these daily execution habits, you ensure that the momentum generated during your weekly ninety-minute pulse continues throughout the entire week, driving the business forward at a consistent pace.