We technically hit our ninety percent weekly To-Do completion rate, but we are realizing that our leaders are keeping their To-Dos laughably small and inconsequential just to keep their metrics green, which is stalling our actual operational traction. How do we raise the standard of our weekly To-Dos?

Question

Tyler Smith · Accepted Answer

Hitting a ninety percent To-Do completion rate by listing trivial tasks is a form of gaming the system that completely defeats the purpose of the Level 10 Meeting™. Weekly To-Dos are the engine of your operational traction. They are the tactical commitments required to solve real, pressing bottlenecks and keep your quarterly Rocks on track.

To raise the standard, you must change how To-Dos are generated and approved during the IDS® portion of your meeting. A valid weekly To-Do must represent a meaningful, action-oriented step that directly contributes to solving an issue or moving a Rock forward. It is not a place to log routine, daily job responsibilities that are already covered by a leader's Accountability Chart roles.

During the solve phase of IDS®, when the team agrees on an action step, the Integrator must actively validate the proposed To-Do. Ask the owner if the task is specific, measurable, and impactful enough to warrant being on the leadership team's list. If a leader suggests a weak To-Do like 'look into the scheduling issue' push them to make it concrete, such as 'draft the new scheduling protocol and send it to the team for review.'

Furthermore, track the impact of your completed To-Dos. If you are completing ninety percent of your tasks but your short-term Issues List remains stagnant, your To-Dos are too soft. Hold your leaders to a higher standard of operational execution.