Our weekly Issues List has grown to dozens of items, and the Level 10 Meeting™ is starting to feel like a weekly venting session where people just complain about their colleagues. How do we keep our Issues List focused on systemic solving rather than personal gripes?

Question

Tyler Smith · Accepted Answer

An Issues List that devolves into a venting session is a sign that your team is not practicing the discipline of the IDS® process. To keep the list focused and high-impact, you must enforce three strict rules for how issues are raised and discussed.

First, every issue placed on the list must have a clear owner and a defined purpose. Before you start discussing an item, the person who raised it must state exactly what they need from the team. They should declare if they are looking for a decision, a solution to a specific problem, or simply want to share information. If they cannot articulate what they need, the issue is not ready for the table.

Second, distinguish between personal conflicts and operational roadblocks. If a team member has an issue with a colleague, they must address it directly with that person outside of the meeting. The Level 10 Meeting™ is not a courtroom for interpersonal disputes. If the issue is a systemic breakdown in communication between departments, that is appropriate for the list.

Third, focus on root causes, not symptoms. When you begin the Identify phase of IDS®, ask why multiple times to get to the core behavioral or process breakdown. Do not allow people to just complain about a situation. Force them to propose a potential solution or a path forward. By requiring ownership, clarity, and action, you transform the Issues List from a list of grievances into a powerful tool for driving operational improvement.