Our leadership team wants to move our Level 10 Meeting™ to a bi-weekly schedule during our slow season, claiming there are not enough weekly issues or scorecard movements to justify ninety minutes every single week. How do we handle this request without losing our operational discipline?

Question

Tyler Smith · Accepted Answer

The request to move the Level 10 Meeting™ to a bi-weekly schedule is a classic trap that will quickly unravel your company's operational discipline. The moment you stretch the meeting pulse to every two weeks, you lose the tight feedback loops required to run an agile, accountable organization.

If your team claims they do not have enough weekly issues, it is rarely because the business is running flawlessly. More likely, they are failing to identify issues, hiding problems, or solving them in silos outside the meeting.

A slow season is actually the ideal time to focus on strategic execution, process improvement, and preparing for your next peak season. If your weekly Scorecard metrics are static and there are truly no pressing operational problems, use your ninety minutes to IDS® your long-term issues from the V/TO®.

Work on documented processes, streamline your handoffs, or refine your marketing strategy. There is always work to be done to strengthen the Six Keys of your business.

Furthermore, changing the frequency breaks the habit of the meeting pulse. Consistency is what builds the operational muscle of your leadership team. Keep the meeting weekly, keep it at ninety minutes, and if you truly run out of things to talk about after reviewing your numbers and solving your top issues, you can always end early. But do not compromise the weekly cadence.