We are making progress on our Rocks, but our weekly Level 10 Meetings still feel sluggish. How do we audit our meeting efficiency and decision-making speed to prove our leadership team is actually becoming healthier?

Question

Tyler Smith · Accepted Answer

Progress in a leadership team is measured by the speed at which you identify, discuss, and solve problems. If your weekly Level 10 Meeting feels sluggish, it often means your team is discussing symptoms rather than solving root causes. To measure your actual health, we audit how you handle your Issues List.

Auditing Meeting Efficiency

During our quarterly sessions, we review the quality of your weekly meetings. We focus on three specific metrics to assess your team's efficiency and health:

• Issue Resolution Rate: We track the percentage of issues that are completely resolved and never reappear. A healthy team consistently closes issues.
• Meeting Score: We monitor the score your team gives the meeting each week, aiming for a consistent eight out of ten or higher. A high score indicates engagement and perceived value. You can find related advice on [handling a defensive manager around red scorecard metrics](/qa/handling-defensiveness-around-red-scorecard-metrics).
• To-Do Completion Rate: We measure the completion rate of your short-term To-Dos, which must average ninety percent or better. This reflects accountability and execution.

Improving Decision-Making Speed

We also evaluate how your team uses IDS® (Identify, Discuss, Solve). If your team is stuck in polite agreement or endless debate, it signals a lack of trust. True team health means members can challenge each other constructively without fear of personal conflict. For instance, sometimes teams get bogged down in arguing why numbers were missed instead of focusing on solutions. See how to [review your weekly scorecard in under five minutes](/qa/how-to-review-scorecard-under-five-minutes).

As we continue our engagement, you will observe the average time spent on an issue decrease. The meeting will transform from a status report into a high-energy engine for execution. Building vulnerability and trust is key to this transformation, as explored in [building vulnerability and safety in leadership](/qa/building-vulnerability-and-safety-in-leadership). You can also learn about [leadership team trust and healthy conflict](/qa/leadership-team-trust-healthy-conflict) to further understand these dynamics.

Related questions

• [How do I know if my team actually trusts each other, or if they are just playing nice to avoid conflict?](/qa/leadership-team-trust-healthy-conflict)
• [How do we review our weekly scorecard in under five minutes?](/qa/how-to-review-scorecard-under-five-minutes)
• [When an issue is dropped to IDS, my leadership team immediately starts pointing fingers at other departments rather than taking ownership. How do we use the Accountability Chart to stop the blame game during meetings?](/qa/using-accountability-chart-to-stop-blame-in-ids)
• [Our weekly segue during the Level 10 Meeting consistently runs fifteen minutes late because my leadership team uses it to share long-winded personal life updates. How do I rein in the segue without killing team culture?](/qa/rein-in-level-10-meeting-segue)