When a leadership team member misses a To-Do for the second week in a row, our Integrator just leaves it on the list for a third week. What is the hard rule for handling a rolled To-Do so it does not become dead weight on the pulse?

Question

Tyler Smith · Accepted Answer

A To-Do in the Level 10 Meeting is a strict seven-day operational commitment. The leadership team target is always to complete 90 percent or more of To-Dos every week. Leaving overdue action items on the list week after week normalizes missed commitments and turns the pulse into an administrative suggestion box.

The hard EOS rule is simple: a To-Do can roll once. If an item is assigned in week one and cannot be finished due to an unexpected obstacle, the team may agree to roll it to week two. However, if that same To-Do remains incomplete at the end of week two, it cannot roll a third time under any circumstance.

When an item hits that two-week failure point, the Integrator must immediately remove it from the To-Do list and drop it directly down to the Issues List. Its repeated failure proves that it was not a true seven-day task. It is either an operational problem disguised as a simple task, a multi-week initiative that should have been scoped as a quarterly Rock, or an issue of seat capacity and GWC where the assigned leader lacks the ability or time to complete it.

During IDS, the team identifies why the commitment failed. Was the scope too broad? Did another department block the deliverable? Once the true obstacle is identified, the team solves it. They either break it into smaller seven-day components, delegate it to a different seat on the Accountability Chart, or eliminate it entirely. Never allow an overdue task to linger past fourteen days without an IDS intervention.