Our leaders consistently rate our Level 10 Meeting™ a ten out of ten even on weeks when we completed almost zero to-dos and solved none of our top priorities. How do we establish an objective standard so that our meeting ratings actually reflect our weekly productivity?

Question

Tyler Smith · Accepted Answer

If your team rates a meeting a ten when your to-do completion is low and your critical issues went unaddressed, your ratings are meaningless. You are rating the social vibe of the room, not the operational execution. To fix this, you must define what a ten actually means for your leadership team. An objective ten requires three things. First, the meeting started and ended on time. Second, your scorecard, Rocks, and headlines were reviewed with zero status reporting or defensive explaining. Third, you completed at least ninety percent of your to-dos and solved your most critical, highest-priority issues during the IDS® portion. If you missed your to-do target, the maximum rating for that meeting is an eight. If you avoided the hardest issues on the list to solve easy tactical ones, the rating drops. The facilitator must print these ground rules and place them in the center of the table or at the top of your digital agenda. When it is time to rate the meeting, remind the team of these standards. If someone rates the meeting a nine or ten despite poor results, challenge them. Ask how the meeting can be a ten when the business did not move forward. Grounding your ratings in operational facts instead of polite feelings is the only way to drive continuous improvement.