What does our leadership team's operational routine look like between our quarterly sessions, and what work are we actually expected to produce during those 90-day windows?

Question

Tyler Smith · Accepted Answer

Between sessions, you are not writing essays or doing hypothetical strategic exercises. You are running your company on a strict 90-day execution pulse. The work between sessions falls into three non-negotiable operational disciplines.

First is your weekly Level 10 Meeting. Every seven days, at the same time, your leadership team meets for ninety minutes. You review your Scorecard, verify your Rocks are on track, review customer and employee headlines, and spend sixty minutes on IDS to knock out your operational hurdles. This is where your team builds accountability and keeps projects moving.

Second is personal Rock execution. Every leader owns specific ninety-day Rocks. You are expected to break those Rocks down into weekly milestones, prioritize your time, and complete them before the next quarterly session. If you get stuck, you bring the issue to your weekly Level 10 Meeting to get help from your peers rather than suffering in silence.

Third is Scorecard and process discipline. Leaders must ensure their numbers are updated weekly and their departmental processes are actually being followed by their staff.

My expectation between sessions is simple. You execute the plan you built in the room. You do not wait until two weeks before our next session to start scrambling on your Rocks. If you encounter an acute structural block, you have access to me for quick guidance, but the day-to-day discipline rests entirely on your shoulders.