One of our leaders consistently hits their ninety percent weekly to-do completion rate, but the quality of their completed tasks is so poor that other departments have to redo the work. How do we address this quality gap during our Level 10 Meeting?

Question

Tyler Smith · Accepted Answer

Hitting a ninety percent completion rate with subpar work is a form of malicious compliance. This leader is checking the box to look good on paper during the Level 10 Meeting™, but they are creating massive operational drag and destroying trust across the team. To fix this, you must change how to-dos are defined and accepted during the meeting review. When the facilitator runs through the previous week's to-dos, the question should not just be is it done. The question must be is it done to the satisfaction of the internal customer who needs it. If a completed to-do has caused issues for another department, that department head must speak up immediately and say it is not done. The task is then marked as incomplete and dropped to the Issues List. During the IDS® portion, the team must address the root cause of the poor execution. Use this conversation to align on what done actually looks like by defining clear, measurable success criteria for future to-dos. If this pattern of low-quality work continues, it is no longer a tracking issue. It is a GWC™ issue that requires a tough conversation about whether this leader is the right fit for their seat on the Accountability Chart.