Our Integrator is driving almost eighty percent of the issues onto our weekly Level 10 Meeting™ agenda, while the rest of our leadership team sits back and waits to be directed. How do we shift the burden of identifying and solving issues back to the rest of the seats on our Accountability Chart?

Question

Tyler Smith · Accepted Answer

If your Integrator is identifying and driving eighty percent of the issues on your weekly agenda, your leadership team is not operating in their seats. This imbalance indicates that your leaders have abdicated their responsibility for their respective functions, turning the Level 10 Meeting™ into a status report back to the Integrator rather than a collaborative problem-solving session.

To correct this, the Integrator must stop carrying the team. At the start of the meeting, the Issues List should be populated by the entire team, not just one person. Every leader must bring at least one or two high-priority operational issues from their department to the table.

Review the Accountability Chart and ensure each leader GWC™ (Gets, Wants, has the Capacity to do) their seat. A leader who GWC™ fits their seat owns the outcomes of their department, which means they should be the first to spot and raise issues when those outcomes are threatened.

During the meeting, if the Integrator spots an issue in another leader's department, they should resist the urge to drop it to the list themselves. Instead, they should ask that department head why the issue is not on the board. This forces the team to take ownership and restores the healthy balance of your meeting pulse.