We have one department head who consistently misses the ninety percent weekly To-Do completion standard, dragging our entire leadership team average down while offering endless operational excuses. How do we address this individual gap during the Level 10 Meeting without turning the session into an awkward personal performance review?

Question

Tyler Smith · Accepted Answer

The weekly Level 10 Meeting is designed to expose operational issues, not to act as a personal performance management session. When an individual leader consistently fails to hit the ninety percent To-Do completion standard, the team average suffers, which directly impacts your execution and momentum.

During the five-minute To-Do List review, the facilitator must remain completely objective. If a To-Do is not done, it remains on the list as not done. Do not allow the underperforming leader to give a two-minute speech explaining why the task was missed. Simply mark it as not done and move to the next item.

Once the review is complete, the underperformance itself must be dropped to the Issues List. The issue should be framed as: To-Do completion rate is below ninety percent. When you reach IDS, the leadership team must solve this systemic issue together.

During IDS, ask the hard questions: Does this person have too many tasks on their plate? Are they struggling to delegate? Do they actually have the capacity to sit in their seat on the Accountability Chart? By focusing on the system and the seat rather than attacking the person, you keep the conversation highly professional.

If the issue persists after two or three weeks of IDS discussions, it transitions out of the Level 10 Meeting. The Integrator must address it in a private, one-on-one meeting using your core values and the GWC tool to determine if there is a deeper fit or capacity issue. This keeps your weekly pulse focused on traction while maintaining absolute accountability.