Our Visionary brings massive, long-term strategic opportunities to our Level 10 Meeting™ weekly Issues List, which constantly derails our focus from solving immediate tactical problems. How do we keep these separate?

Question

Tyler Smith · Accepted Answer

Your weekly Level 10 Meeting™ is specifically designed to manage the tactical execution of the business. This means the weekly Issues List should be strictly reserved for short-term operational problems that need to be solved within the current quarter. Big strategic ideas, new product lines, or major shifts in company direction do not belong on this list.

Separating Tactical from Strategic

To effectively separate these different types of issues, you must utilize a compartmentalization framework. When your Visionary introduces a significant, long-term opportunity during the weekly meeting, the Integrator must act as the guardian of the agenda. The Integrator's role is to:

• Immediately identify the issue as long-term.
• Park it on the V/TO® Long-Term Issues List.

Communicating with the Visionary

It's crucial to explain to the Visionary that the team is not ignoring their ideas. Instead, the Integrator is protecting the tactical focus of the team and the [efficiency of the Level 10 Meeting](/qa/rein-in-level-10-meeting-segue). The V/TO® Long-Term Issues List serves as the appropriate holding area for these strategic concepts. You can assure the Visionary that these important ideas will be thoroughly debated and considered during your next quarterly planning session.

This discipline ensures that your weekly operational pulse remains efficient while providing the Visionary with a designated, appropriate space for their crucial [strategic thinking](/qa/competitor-ai-threats-thinking-time). For more on how the Visionary and Integrator work together, see [resolving disagreements](/qa/visionary-integrator-deadlock-resolution).

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