We currently have a major vacancy on our leadership team, and our Level 10 Meeting is suffering because we either skip their departmental metrics entirely or get bogged down trying to cover their seat collectively. How do we run our weekly pulse when a seat is empty?

Question

Tyler Smith · Accepted Answer

An empty seat on your Accountability Chart cannot mean an empty spot on your weekly Level 10 Meeting agenda. Skipping metrics or letting rocks slide because someone left or has not been hired yet is a recipe for operational drift. First, the Integrator must clearly assign interim ownership of that seat's scorecard metrics and active Rocks to a remaining member of the leadership team. That temporary owner is fully accountable for reporting those numbers as on or off track during the weekly pulse. Second, during the IDS portion of the meeting, do not try to run the vacant department by committee. If an issue arises from that department, the interim owner must lead the discussion. The goal of the Level 10 Meeting is to solve issues, not to micromanage daily operations. Keep the focus on maintaining basic operational stability until the seat is permanently filled. This ensures your company's pulse remains healthy, even during transitions.