L10 Meeting Checklist

Every metric owner should have their number ready before the meeting starts. The five minute scorecard review only works when owners can report on track or off track immediately without needing to look anything up.

Each rock owner should know whether their quarterly priority is on track or off track. If it is off track, have a one sentence reason ready to add to the Issues List. Do not prepare a presentation or detailed explanation.

There is no partial credit. Every to do from the previous meeting is either done or not done. If a to do is repeatedly not done, prepare to add it as an issue for IDS.

Do not wait until the meeting to surface issues. Adding them beforehand gives the facilitator time to prioritize and ensures that IDS time is spent solving, not listing.

The segue is a five minute transition that helps the team shift from working in the business to working on the business. Having your wins ready keeps the section under its time limit.

The L10 starts at the scheduled time. If someone is late, the segue begins without them. Waiting for latecomers trains the team that the start time is flexible, which erodes the discipline the format depends on.

Go around the table quickly. Each person shares one thing. If the segue starts running long, the facilitator calls time and moves to the scorecard.

Each metric owner reports their number and whether it hit the target. Off track items go to the Issues List. If someone begins explaining why a number is off, the facilitator redirects: that conversation belongs in IDS.

Same discipline as the scorecard. Each rock is reported in a few seconds. Off track rocks are added to the Issues List for IDS.

Headlines are awareness items: a key client risk, a team morale concern, a notable win. Anything that needs a decision or action goes to the Issues List.

Binary check. Done or not done. If a to do is not done, the owner briefly states whether it carries forward or needs IDS time to unblock.

The team votes or the facilitator selects the three most important issues. Start with the hardest one. If the team solves all three, move to the fourth. If not, remaining issues stay on the list for next week.

The Identify step is where most teams skip ahead. Force the question: what is the real issue underneath this symptom? Spend 2 to 5 minutes naming the root cause before anyone proposes a fix.

When the discussion drifts to an adjacent problem, the facilitator calls it out. The new topic gets added to the Issues List as a separate item. Stay on the original issue until it is resolved.

The Solve step produces an action. Not a vague commitment like “look into it” but a specific deliverable with one person’s name on it and a date it is due.

Even if the team is mid discussion, the conclude starts with 5 minutes remaining. An unfinished issue goes back on next week’s list. The 90 minute boundary is not flexible.

The scribe reads back every to do assigned during the meeting. Each owner confirms they understand what is expected and by when.

Decisions made in the leadership L10 often need to reach department teams. Each leader states what they will communicate and to whom.

Each participant gives a rating. Scores below 8 should prompt a brief discussion about what went wrong. Track the weekly average over time to spot trends in meeting quality.

The scribe distributes the recap while the meeting is still fresh. Include: scorecard status, rock status, issues resolved, new to dos with owners, meeting rating, and cascading messages.

If your scorecard lives in a shared tool or document, update it after the meeting so the numbers are current for the full team, not just the leadership group.

Decisions lose impact when they trickle down slowly. Each leader should communicate agreed upon messages to their team the same day or the next morning.