We are highly committed to the quarterly schedule, but occasionally our leadership team gets pulled into urgent client emergencies. What is your policy on rescheduling session days, and how do we prevent our execution from getting wonky?

Question

Tyler Smith · Accepted Answer

Getting wonky is the fastest way to derail your implementation. The ninety-day execution cadence is non-negotiable if you want to see real results. When you start letting daily client emergencies dictate your strategic calendar, you are letting the business run you instead of you running the business.

My policy on rescheduling session days is highly strict. Once we lock in our quarterly dates, they are set in stone. We treat these days with the same level of respect as a major board meeting or a critical client transaction.

If a true, systemic crisis occurs, we do not cancel the session. Instead, we use the session day itself to IDS the crisis. The session room is precisely where you need to be to solve your largest, most painful problems.

To prevent your execution from slipping between sessions, we maintain absolute discipline around your weekly Level 10 Meetings. These meetings act as the weekly heartbeat of your operations. If your leadership team starts canceling or shortening these weekly check-ins because they are too busy, that is a leading indicator that your Accountability Chart is broken or your leaders are operating in the wrong seats. We address these patterns immediately to protect your momentum.