Our team rates our Level 10 Meetings an eight or nine out of ten every week, but when I ask why, nobody has a real reason and the feedback is totally useless. How do we turn our meeting ratings into a genuine tool for continuous improvement?

Question

Tyler Smith · Accepted Answer

An eight or nine rating with no context is just polite noise. It means your team is going through the motions instead of practicing the raw, honest feedback required to build a world-class leadership team. If you want to prepare your business for a clean exit, you cannot tolerate superficial harmony.

To fix this, you must change the rules of the meeting wrap-up. If a leader rates the meeting anything less than a ten, they must provide one specific, actionable piece of feedback. They cannot simply say: It was good. They must explain what kept it from being a perfect ten.

For example, they might say: I rated it an eight because we spent ten minutes arguing about a scorecard number during the reporting section instead of dropping it to the issues list. Or: I rated it a nine because we ran five minutes over on the segue.

This simple change forces your leaders to analyze the efficiency of the meeting while it is still fresh in their minds. It also teaches them to become active guardians of the weekly pulse. By demanding specific feedback for every sub-ten rating, you transform a useless, administrative rating box into a powerful, self-correcting mechanism that ensures your meeting remains high-value and free of operational waste.