Our leadership team members are great at managing their own departments but they treat our weekly Level 10 Meetings as informational reporting sessions rather than active problem-solving blocks. How do we shift them from reporting status to actively identifying and solving issues?

Question

Tyler Smith · Accepted Answer

If your leadership team is treating the Level 10 Meeting as an informational reporting session, you are wasting valuable time. The majority of your weekly meeting must be spent in the IDS portion: identifying, discussing, and solving issues.

Reporting belongs on the Scorecard, Rock review, and customer-employee headlines sections, which should take no more than fifteen minutes combined. If a number is on track, do not talk about it. If a Rock is on track, move on.

To shift the mindset, your Integrator must run the meeting with a firm hand. When a team member starts explaining why a number is off track during the Scorecard review, the Integrator must interrupt and say: 'Drop that to the Issues List.' Do not let them discuss the issue until you reach the IDS portion.

Once you get to IDS, force the team to prioritize the issues. Do not just start at the top of the list. Identify the top three most critical issues for the business.

Encourage the team to challenge each other during the discussion phase. They must solve the root cause of the issue, not just the symptom, and assign a clear, actionable to-do for the next week. Shifting from reporting to solving will make your meetings highly productive and keep the business moving forward.