Our leadership team meetings always run over schedule because our leaders report on daily operational minutiae instead of enterprise health. How do we train executives to shift their mindset from functional manager to company leader?

Question

Tyler Smith · Accepted Answer

When executives treat leadership meetings like status updates on departmental tasks, they are operating as functional managers rather than an enterprise leadership team. A true executive acts like a member of the board of directors for the entire company, not an ambassador protecting their department.

To break this habit, enforce the Level 10 Meeting agenda without compromise. The reporting portion of the meeting consists of three elements: the Scorecard, Rock review, and Customer/Employee Headlines. Each item requires five minutes or less. Leaders must report with one word: on track or off track. Any leader who launches into a paragraph explaining why a number is red must be cut off instantly. If a measurable is off track, drop it down to the Issues List for IDS.

Next, rewire their preparation habits. Require executives to review their metrics and update their Rocks at least two hours before the meeting. If they walk in unprepared, they will naturally use meeting time to think out loud and explain daily minutiae.

Finally, challenge their perspective during the IDS portion of the meeting. When evaluating strategic issues, mandate that leaders evaluate solutions based on total company health, Core Values, and long-term exit readiness rather than the comfort of their immediate department. Ask them directly what choice best serves the company over the next three years. If an executive consistently refuses to think beyond their immediate team, they belong in a director seat, not at the senior leadership table.