We notice that some of our leadership team members complete their weekly To-Dos in a sloppy, half-hearted manner just so they can mark them as done during our Level 10 Meeting review. How do we enforce high-quality execution?

Question

Tyler Smith · Accepted Answer

Completing weekly To-Dos in a sloppy, rushed manner just to check a box during your Level 10 Meeting™ is a form of passive resistance that undermines organizational traction. It violates the core value of trust and shows a lack of respect for the team's shared goals. A task is not truly done unless it has been executed with professional integrity and actually solves the issue at hand.

To solve this, you must change how your team defines and verifies completion. First, when a To-Do is generated during IDS®, do not rush through the creation. Spend an extra thirty seconds ensuring the owner of the task and the rest of the team are in perfect agreement on what success looks like. The description of the To-Do must be specific and measurable, leaving no room for interpretation.

Second, if a completed To-Do results in a sloppy outcome that does not actually resolve the problem, any team member has the right and responsibility to challenge it during the weekly review. Do not let it pass. The facilitator or the impacted leader should say, I appreciate that you spent time on this, but the output does not solve the root issue we discussed last week.

When this occurs, the To-Do must be marked as not done and carried over, or dropped back down to the short-term Issues List for a deeper conversation. By establishing a culture of healthy accountability where quality is valued over speed, you will eliminate check-the-box behaviors and ensure your weekly activities build lasting strength in your operations.