We want to roll our Level 10 Meetings™ down to our departmental teams, but we are terrified our managers will lack the self-discipline to run them without an implementer or leadership team member in the room to enforce the rules. How do we successfully delegate the meeting structure?

Question

Tyler Smith · Accepted Answer

You cannot scale your business if you do not delegate the meeting pulse. The fear that departmental teams will fail is natural, but keeping leadership team members in their meetings permanently is a crutch that prevents managers from growing.

To roll out departmental Level 10 Meetings™ successfully, use a simple transition process. First, ensure the department head has been sitting in your leadership Level 10 Meeting™ or has been thoroughly trained on the agenda. They must understand the flow, the timing, and how to execute the IDS® process.

Second, have a leadership team member attend their first two meetings as a silent observer. Your job is not to facilitate or participate. You sit in the corner and take notes. At the end of the meeting, during the wrap-up, spend five minutes giving the department head constructive feedback on their facilitation, timing, and how they handled the issues.

Third, cut the cord. After two observed meetings, the department head must run it alone. To maintain quality control, look at their meeting data. The Integrator should review the department's weekly Scorecard, To-Do completion rate, and their meeting ratings.

If their ratings are consistently low, or if their To-Do completion rate drops below ninety percent, that is an issue. The Integrator should bring that issue to the leadership team meeting or address it in a weekly one-on-one. You do not fix a department by jumping back into their meeting; you fix it by coaching the manager on the Accountability Chart to lead, manage, and hold people accountable.