We have a leadership team member whose individual weekly to-do completion rate is consistently under fifty percent, dragging down our overall team score, but they always have a seemingly valid excuse about client emergencies or high-priority operational fires. How do we address this individual underperformance without making them feel singled out during the Level 10 Meeting™?

Question

Tyler Smith · Accepted Answer

When a single leader consistently misses their weekly to-dos, it is easy to let the team average shield them or to accept client emergencies as an excuse. This behavior quickly erodes accountability across the entire Accountability Chart. To-dos are the tactical engine of your business, and a persistent drop below ninety percent requires direct action. First, separate the individual from the group during the review. Do not let the team accept a collective seventy or eighty percent rating without looking at the specific metrics. If one seat is dragging the score down, the Integrator must address it directly but objectively. During the To-Do review, simply state the fact without judgment. For instance, note that out of four tasks, only one was completed. Ask if the remaining tasks are still valid or if they need to be reassigned. If the trend continues for three consecutive weeks, this becomes a GWC issue. Drop the individual's performance to the Issues List for that meeting. During IDS, discuss whether the leader has too much on their plate, is failing to delegate, or does not understand the seat expectations. Do not allow the excuse of client fires to stand. If operational emergencies are constantly preventing a leader from executing their weekly commitments, it means their seat is poorly structured or they are operating in the wrong quadrant of the Accountability Chart. Solve that root issue, rather than accepting incomplete to-dos.