We are consistently missing our ninety percent to-do completion rate in our Level 10 Meeting™ because a few leaders treat weekly tasks as optional suggestions. How do we address this chronic underperformance without sounding like a nagging parent?

Question

Tyler Smith · Accepted Answer

When to-do completion rates hover below ninety percent, it is not a time management issue, it is an accountability issue. In an EOS® run company, a to-do is a firm commitment to the rest of the leadership team that a task will be completed within seven days.

To solve this, stop lecturing the team and let the system do the work. During the weekly to-do list review, the facilitator must read each task and ask for a simple done or not done status. If a leader says not done, do not allow them to explain why, and do not let them promise to get it done by tomorrow.

Simply mark it as not done and move to the next item. At the end of the review, calculate the completion percentage. If it is below ninety percent, drop the low completion rate directly to the Issues List as an issue.

When you IDS® the low completion rate, ask the offending leaders why they are failing to hit their targets. Frame the conversation around the Accountability Chart. If a leader cannot manage their weekly commitments, they either do not have the capacity, do not understand their role, or do not respect the team's time. By putting the low completion rate on the Issues List, you force a healthy, uncomfortable conversation about GWC™ and accountability rather than letting the team slide into mediocrity.