Our team's weekly to-do completion rate is technically above ninety percent, but we realize we are writing incredibly easy, low-impact tasks just to game the metric. How do we raise the bar and ensure our weekly commitments actually drive the business forward?

Question

Tyler Smith · Accepted Answer

Hitting a ninety percent to-do completion rate is meaningless if the completed tasks do not actually move the needle. When a team starts gaming the system by writing minor, administrative tasks as weekly to-dos, it is a sign that they are prioritizing metrics over actual traction. The Integrator must intervene during the wrap up section of the Level 10 Meeting™. As to-dos are being captured, the Integrator should audit each one. Ask a simple question: does this task directly solve the issue we just discussed, or is it just busywork? If a to-do is too small, challenge the owner to combine it with the next logical step. A real weekly to-do should be a meaningful action that moves a project forward or permanently resolves an issue. Additionally, the facilitator should push the team to ensure that every major issue solved during IDS® results in a clear, high impact to-do. If the team is solving big issues but only generating tiny, safe to-dos, the solutions are likely weak. Raise the standard of accountability by holding the team to the spirit of the Level 10 Meeting™, not just the letter of the scorecard.