Our team is technically meeting our target of a ninety percent To-Do completion rate, but we achieve this by simply deleting or combining old, incomplete To-Dos instead of actually doing the work. How do we stop this administrative manipulation of our weekly accountability?

Question

Tyler Smith · Accepted Answer

This is a classic case of gaming the system, and it destroys the foundational trust of your Accountability Chart. Deleting, combining, or endlessly rewriting incomplete To-Dos to make your weekly metrics look clean is a form of operational dishonesty. To-Dos in a Level 10 Meeting™ are binary: they are either done or not done. If a To-Do is not completed within its agreed timeframe, it must remain on the list as incomplete, and it counts against your ninety percent completion rate for that week. If a To-Do is carried over for a second week, it must immediately be dropped down to the Issues List to identify the roadblock. Ask the hard questions during IDS®: Does the owner actually GWC™ the seat? Are they overloaded? Did we write a vague, unachievable task? By forcing incomplete To-Dos into IDS®, you expose the real issues holding back your execution instead of hiding them behind massaged metrics. High-performing teams do not hide behind green numbers; they embrace the red because it shows them exactly where the gears of the business are grinding.