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 designed to manage the tactical execution of the business, which means the weekly Issues List is strictly for short-term operational issues that must be solved this quarter. Big strategic ideas, new product lines, or major shifts in company direction do not belong on this list.

To keep these separate, you must use the compartments framework. When the Visionary brings a massive, long-term opportunity to the weekly meeting, the Integrator must act as the guardian of the agenda. The Integrator must immediately identify the issue as long-term and park it on the V/TO® Long-Term Issues List.

Explain to the Visionary that you are not ignoring their ideas, but you are protecting the tactical focus of the team. The V/TO® Long-Term Issues List is the appropriate parking lot for these strategic concepts, and you will debate them thoroughly during your next quarterly planning session. This discipline keeps your weekly pulse efficient while ensuring the Visionary has a designated space for their strategic thinking.