During our weekly Level 10 Meeting™ we struggle to separate issues that require immediate resolution from those that are actually long-term strategic opportunities, which causes us to waste valuable IDS® time on topics that do not affect our current quarter. How do we strictly enforce Gino Wickman's six compartments to keep our weekly meeting highly tactical?

Question

Tyler Smith · Accepted Answer

A common cause of meeting waste is trying to solve issues in the weekly Level 10 Meeting that do not belong there. To keep your weekly meeting highly tactical, you must strictly enforce Gino Wickman's six compartments.

The weekly Short-Term Issues List is reserved strictly for operational obstacles, opportunities, or ideas that must be resolved during the current quarter to keep your Rocks and goals on track. If an issue does not affect the next ninety days, it has no place in your weekly meeting.

When a team member raises an issue that is strategic, long-term, or related to next year's planning, the facilitator must immediately intervene. Do not start the IDS process. Instruct the scribe to move that item to the Long-Term Issues List, which is parked on your V/TO.

This long-term list is reviewed and prioritized during your Quarterly Progress Meetings and Annual Planning sessions. By compartmentalizing these strategic discussions, you protect your weekly ninety-minute time box from getting bogged down in theoretical debates.

Enforcing these boundaries ensures your team remains focused on weekly execution, maintaining a high To-Do completion rate and keeping your current operations running at peak efficiency.