When our team gives a Level 10 Meeting™ a low score like a 6 or a 7, we just move on to the next week without any follow-up. How do we operationalize low ratings so they actually fix our meeting execution?

Question

Tyler Smith · Accepted Answer

Rating your Level 10 Meeting™ is not a superficial ritual. It is a continuous feedback loop designed to protect your team's most expensive ninety minutes of the week. If you rate a meeting below an eight and do not immediately state why, the rating is useless.

To turn low ratings into concrete process improvements, the facilitator must ask a follow-up question every time a rating of seven or lower is given. Ask: What would have made this meeting a ten? The person who gave the low rating must provide a specific, actionable answer. For example, they might say we spent too much time on the scorecard, or we did not solve the root cause of the marketing issue.

Write these improvement notes directly into your meeting minutes or on your weekly document. The next week, before you start the meeting, the facilitator should read those specific notes aloud as a reminder. This keeps the team accountable to the standard you set.

If a low rating is caused by a structural problem, like someone constantly interrupting or the scorecard being incomplete, that feedback itself must be dropped to the Issues List. Use your IDS® process to solve the poor meeting performance. Never let a low rating slide without a commitment to change.