Several members of our leadership team consistently rate our Level 10 Meeting™ low if their specific issue was not prioritized or solved the way they wanted, using the rating as a tool for passive-aggressive protest. How do we stop this score-settling and align everyone on how to rate the actual meeting process?

Question

Tyler Smith · Accepted Answer

When leadership team members use the meeting rating to express frustration about not getting their way, they are misunderstanding the purpose of the evaluation. The rating at the end of the Level 10 Meeting™ is an objective assessment of how well the team followed the meeting process, stayed on track, and solved issues for the greater good of the business. It is not a tool for personal protest.

To stop this behavior, the Integrator must immediately address any low rating during the two-minute review. If a leader rates the meeting a six or a seven, ask them to explain their rating based on three specific criteria: Did we start and end on time? Did we follow the agenda? Did we identify and solve our most critical issues?

If their low rating is because their personal issue was not prioritized, explain that the team collectively prioritizes the most impactful issues for the entire organization, not individual departments. A great meeting can end with an unresolved personal issue if the team spent their time solving higher-priority company issues.

Remind the team that a high-functioning leadership team must disagree and commit. Once a decision is made during IDS®, everyone must align behind it. Using the rating to passive-aggressively express disagreement undermines team health and violates your core values. Hold them accountable to rating the meeting process, not their personal satisfaction.