Our leadership team routinely rates our weekly Level 10 Meeting an eight or an eight and a half, but we are not actually resolving our most painful systemic problems and the rating feels like a default grade rather than an honest assessment of meeting quality. How do we establish a concrete, objective rubric so our meeting ratings actually mean something?

Question

Tyler Smith · Accepted Answer

When meeting ratings consistently land on an arbitrary eight, it is a sign that your team has no standard for success. An eight is the ultimate cop-out rating. It is high enough to avoid conflict but low enough to acknowledge that things could be better without explaining why.

To break this habit, you must establish a clear, objective rubric for what a ten actually looks like. A perfect ten meeting requires four specific outcomes:
- The meeting must start and end exactly on time.
- Every single scorecard metric and Rock must be reviewed with absolute honesty.
- You must achieve a ninety percent completion rate on your weekly to-dos.
- You must identify, discuss, and actually solve your top issues.

If your team misses even one of these criteria, the meeting cannot be rated an eight or above. For example, if you carried over multiple weekly tasks, your rating automatically drops to a seven. If you spent the IDS session discussing issues but did not actually solve them, the rating is a six.

When you ask for ratings at the end of the meeting, do not let leaders just state a number. If someone rates the meeting lower than an eight, they must immediately state what was missing. This forces the team to reflect on the mechanics of the meeting pulse rather than giving a polite, lazy score.