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Weekly Client Meeting (L10) SOP
How to run and prep an L10
approved
Owner
Curtis
Occurred
Jul 13
Type
sop

Purpose

The Level 10 meeting is the operating heartbeat of every client engagement. This SOP codifies how Output Systems runs one — prep, execution, and post-meeting hygiene — so that the client experience is identical whether Curtis is running the meeting today, delegating tomorrow, or covering during a vacation.

When to trigger

Every week, same day, same time, for the life of the engagement. No exceptions. If the client wants to skip a week, do a 30-minute check-in instead — never a zero week.

Owner and status

The engaged consultant owns each client's L10. Curtis owns this SOP's continuous improvement. Status: approved. Reviewed after every quarterly Rocks reset.

Prerequisites

  • The client context is live in Command Center
  • Scorecard measures populated with weekly data (client is responsible; consultant follows up if late)
  • Rocks are set for the current quarter
  • Issues List exists and has at least 1 entry (if there are zero issues you are lying to yourself)
  • 60 minutes on the calendar, video on, no phones

Before the meeting (the 30 minutes that matter)

  1. Open the client context, click into Meetings, open this week's prep note. If no note exists, create one — start with today's date and the three things you know need to land.

  2. Review last week's to-dos. Are they closed? Which are carried over? A to-do carried over twice becomes an Issue on this week's list — no exceptions.

  3. Skim the scorecard. Any measure red or trending red is an anticipated IDS item. Have a hypothesis ready for the biggest one so you don't discover it live.

  4. Skim recent Client Report (if generated). Anything the client said in it should not surprise you in the meeting.

  5. Preview the Issues List with the client's eye. Anything you added this week that they haven't seen? Alert them via Slack or email at least a day before — never spring an issue in a live L10.

During the meeting — the 60-minute cadence

  1. Segue (5 min). Personal + professional bests from each attendee. This is not throwaway — it's how the team resets before working. Do not skip.

  2. Scorecard (5 min). Read across, not down. Anything red gets dropped onto the Issues List, not solved here.

  3. Rock Review (5 min). Each Rock owner says "on track" or "off track." Off-track Rocks get dropped to Issues.

  4. Customer / Employee Headlines (5 min). Positive news, negative news, one-line each. Bad news travels first.

  5. To-do List (5 min). Walk down last week's list, mark complete/carry/kill. Carry-over count is a leading indicator of team health — watch it.

  6. IDS — Identify, Discuss, Solve (60 min BUT time-boxed to 30-35 min in a 60-min meeting). Prioritize the top 3 issues by impact, not by loudness. Identify (what's the actual issue), Discuss (get the messy conversation done), Solve (one owner, one action, one date). Stop when you hit 3 issues or the clock, whichever first.

  7. Conclude (5 min). Recap the to-dos captured (someone types them into Command Center live), cascading messages (what needs to be communicated to who), rating (each person 1-10 on meeting quality). Ratings below 8 get a one-sentence explanation.

After the meeting (the 15 minutes that lock it in)

  1. Update Command Center within 24 hours. New to-dos in Tasks, new Issues in Issues, Rock status updates in Priorities, meeting note in Meetings.

  2. Send a 3-bullet recap to any attendee who missed (attorney was in court, salesperson was on the road). Not the whole meeting note — the 3 things they need to know.

  3. Generate the Client Report at week end if this L10 was the final day-of-week L10 for the client. This becomes the artifact the principal reads over the weekend.

Edge cases

  • Client cancels within 24 hours. Move to the same-day 30-min check-in. Do not skip. If they cancel that too, log an Issue on the internal L10.
  • Meeting rating below 7 from two attendees. Escalate — this is a signal, not a mood. Address in the next 1:1 with the principal.
  • IDS runs long every week. The team is trying to solve too many issues per week. Cap at 3, or extend to 90 min once per month for a bigger session.
  • Scorecard measures are always green. Suspicious. Either the goals are too soft or the numbers aren't truly captured. Have the conversation.

Success criteria

  • Meeting starts and ends on time, every week.
  • To-do carry-over rate under 20%.
  • Average meeting rating >= 8.0 across a quarter.
  • Issues List has real churn (new in, old solved) — no zombie issues over 60 days.

Related SOPs

  • How We Use This System
  • Client Onboarding SOP