Our leadership team spent hours perfecting our V/TO, but we notice it sits in a digital folder and never actually guides our weekly operational discussions. How do we practically integrate the V/TO into our weekly Level 10 Meetings so it is a living operational compass rather than just a dusty strategy document?

Question

Tyler Smith · Accepted Answer

A V/TO® that sits in a digital folder is completely useless. To make it a living operational compass, you must bring it into your weekly Level 10 Meeting™ as an active decision-making filter. Start by dedicating the first few minutes of your quarterly planning sessions to reviewing the V/TO® to ensure it is still accurate. In your weekly meetings, whenever a new opportunity, shiny object, or complex problem lands on your IDS® list, the very first question your team asks should be whether solving this issue aligns with your V/TO®. If an issue does not move you closer to your one-year plan, three-year picture, or ten-year target, it gets shelved or deleted. Additionally, you must use the Core Values on your V/TO® as a daily tool for feedback and recognition, not just annual reviews. When your team sees that you hire, fire, reward, and discipline based on these values, the V/TO® becomes real. Finally, ensure that every single quarterly Rock set by your leadership team is directly tied to achieving the goals outlined in the V/TO®. If a proposed Rock does not support the current year's plan, it does not get approved. By forcing every weekly decision and quarterly priority to pass through this strategic filter, you transform the V/TO® from a static document into the operational DNA of your business.