Our weekly Level 10 Meetings are bogged down by team members giving long status updates, leaving us with very little time to actually solve our issues. How do we shift their focus to true problem-solving?

Question

Tyler Smith · Accepted Answer

When your weekly meetings are dominated by status updates, your leadership team is functioning as a group of reporters rather than a collaborative problem-solving unit. This pattern stalls execution and keeps your biggest issues unresolved. To fix this, strictly enforce the Level 10 Meeting agenda. The reporting section of the meeting, including the Scorecard, Rock review, and customer headlines, should take no more than fifteen minutes total. If a metric or Rock is off track, do not allow the leader to explain why during the reporting phase. Simply say "drop it" and add it to the Issues List. Once you transition to the IDS portion of the meeting, dedicate the remaining sixty minutes to identifying the root cause of each issue, discussing potential solutions, and assigning specific, actionable To-Dos. The goal of IDS is to solve issues permanently, not just talk about them. Encourage your team to ask deep, diagnostic questions rather than offering surface-level comments. By keeping the reporting phase brief and focusing the majority of your time on problem-solving, you drive peer-to-peer accountability and keep your operations running smoothly. This structured execution is critical for scaling your business and preparing for a clean exit.