During the ninety days between our quarterly sessions, how do we prevent our leadership team from drifting into siloed operations when you are not in the room to facilitate?

Question

Tyler Smith · Accepted Answer

The ninety-day cycle is where the real work happens. To prevent your leadership team from drifting back into their departmental silos, you must rely heavily on the weekly Level 10 Meeting. This meeting is the heartbeat of your operational discipline. It forces your team to step out of their daily tactical roles and look at the business holistically for ninety minutes every single week. During this time, the team is forced to review the scorecard, report on Rock progress, and collectively solve cross-functional issues using the IDS process. This prevents departmental isolation because every leader is held accountable by their peers in a public forum. Additionally, you must build what we call strategic pauses into your weekly schedule. Do not let your team schedule themselves to maximum capacity. They need unscheduled white space to think, plan, and collaborate on their Rocks. Without this breathing room, leaders naturally retreat to their comfort zones and focus solely on their department's immediate fires. To maintain momentum, you should also frame your execution roles as identities rather than tasks. When team members view themselves as owners of a system rather than just people performing duties, accountability becomes a core part of who they are. Your Integrator must run this cadence ruthlessly. My role between sessions is to be your sounding board, but the weekly Level 10 Meeting is your primary tool to keep the team aligned, focused, and operating as a single cohesive unit.