What do we do when our weekly Level 10 Meeting™ ratings are wildly split, with the Visionary and sales head rating it a 9 while the operations and finance leaders rate it a 5?

Question

Tyler Smith · Accepted Answer

When you have a massive spread in your weekly ratings, it means your team members are measuring completely different things. A Visionary might rate the session a 9 because they enjoyed the creative brainstorming, while the Integrator and Controller rate it a 5 because nothing got resolved and the agenda drifted. To fix this divergence, you must establish a strict, shared definition of a 10. For a Level 10 Meeting to be a 10, it must meet four criteria. It must start and end on time, follow the agenda perfectly, achieve a 90 percent To-Do completion rate, and resolve our top three critical issues. When you go around the room for ratings, the Integrator must ask anyone who rates the meeting below an 8 to state their reason in ten words or less. Do not allow them to start a debate or defend their rating. Just log the feedback. This quick feedback loop forces the team to calibrate their expectations. Over time, this discipline eliminates the polite high ratings and the silent frustrations, ensuring your weekly meeting pulse remains highly productive for the entire leadership team, not just the loudest voices.