Our scaling business is experiencing rapid team growth, and our weekly Level 10 Meeting™ has become overrun by people issues on the Accountability Chart. How do we prevent our meeting from becoming an HR therapy session?

Question

Tyler Smith · Accepted Answer

As you scale your company, people issues will naturally multiply. It is vital to address these challenges, but if your weekly Level 10 Meeting™ becomes a continuous human resources therapy session, your strategic focus will evaporate. Your scorecard will suffer, your Rocks will slip, and your exit readiness will stall.

To keep your weekly pulse balanced, you must apply strict boundaries to how people issues are handled during IDS®. First, remember the EOS® rule: solve the issue permanently at the root. If a department is struggling with a low-performing employee, the solution is not to debate their performance every week. The solution is to put a clear to-do on the list for the manager to have a direct, honest conversation with that employee using the People Analyzer™ tool.

Second, distinguish between systemic organizational issues and individual performance issues. Systemic issues, such as a broken hiring process or an unclear compensation structure, belong on your Issues List. Individual personnel issues, like someone failing to meet expectations, belong in one-on-one meetings between the manager and the direct report.

If your leadership team is constantly debating personnel fires, it is a sign that your mid-level managers are not empowered or lack the GWC™ to handle their own teams. Address this root cause by training your managers on the Accountability Chart rather than letting their problems dominate your weekly leadership pulse.