We have successfully run Level 10 Meetings at the leadership level, but now we are trying to roll them out to our frontline departments and the quality is terrible. How do we ensure our managers maintain the weekly meeting pulse without us in the room?

Question

Tyler Smith · Accepted Answer

Rolling the Level 10 Meeting™ pulse down the Accountability Chart is critical for scaling your business and preparing for an exit. However, you cannot just hand your managers a template and expect them to run it perfectly. Frontline managers often struggle with facilitation, time management, and the discipline of IDS®. To ensure quality, start by assigning a clear facilitator and a clear scribe for each departmental meeting. Do not let them rotate these roles weekly, as rotation destroys consistency and mastery. Next, have a member of the leadership team sit in on the first three departmental meetings as a pure observer. Your job is not to participate or solve their problems. Your job is to coach the facilitator afterward. Give them direct feedback on their timing, how they handled defensive data reporting, and whether they allowed the team to wander during IDS®. Teach your managers the power of the clock. If their departmental meeting is scheduled for sixty minutes instead of ninety, they must scale the agenda times proportionally, but never compromise on the structure. Finally, make sure their department scorecard and issues are highly relevant to their specific seats. If frontline employees are bored, it is usually because they are reviewing leadership-level data instead of metrics they directly control. Keep the meetings highly focused on their daily execution.