We operate three small, distinct brands under one holding company, and our core leadership team oversees all of them. How do we structure our Level 10 Meetings so we are not spending our entire week in three separate ninety-minute sessions?

Question

Tyler Smith · Accepted Answer

Running multiple distinct brands under one holding company often leads to severe meeting fatigue when a shared leadership team tries to attend separate Level 10 Meetings for each entity. You cannot spend six or seven hours a week in operational meetings and still have time to lead your teams effectively.

To streamline this, you must look at your Accountability Chart. If you have a single leadership team managing all three brands, you should run one consolidated Level 10 Meeting. To make this work, structure your weekly Scorecard so it clearly separates the key metrics for each brand.

During the IDS portion of the meeting, prioritize the issues that affect the entire holding company or the highest-impact problems within the individual brands. If a specific brand has an isolated issue that does not require the full leadership team's input, do not solve it during this meeting. Instead, assign a to-do for the relevant leaders to resolve it outside the room.

This approach protects the collective time of your leadership team while maintaining a clean operational pulse. It ensures you are focused on the health of the entire enterprise, rather than getting bogged down in the minor day-to-day details of three separate operations.