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Christine Watts
Head of Client Success & Product at
Asked a question 2 years ago

How to rate a meeting a 10? Are there guidelines for the 1-10 ratings?

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Christine Watts
Head of Client Success & Product at

I get this question a lot, and I have read that each individual should rate the quality of the meeting (not a person or results), using their own internal barometer. However it often comes up wondering how to calibrate that, especially when new to EOS.  I usually suggest asking their EOS Implementer™ about how the team should rate meetings, but one article that I found and liked is from Grow Exceptional.

Grow Exceptional writes in this article204 that describes 5 Criteria with an associated value to help you pinpoint a score.

  • Did we come to the meeting prepared, and did we follow the agenda?
  • Was the team engaged (was everyone heard)?
  • Were we open and honest?
  • Did we solve a real issue forever?
  • Do we have clarity on next steps (to-dos created)?

The article describes how you can take each of those questions, and score each 0-2 in order to add up to a 10 rating and help you clarify where the team should improve.

I thought these seemed like a good exercise for anyone struggling with this question. Maybe not every week, but gives some great things to think about in my opinion! 

What are others’ thoughts? Do you use any other techniques? 

Be sure to check out this reply from Rene Boer272:

Before starting the EOS Process with prospective clients, I ask them to rate the effectiveness of their meetings on a scale of 1 to 10 (where 10 is great). Over the last 5 years I have asked that question of over two hundred leaders. On average, they rated their meetings a 4.7 – Not great. There’s nothing like a number to cut to the chase and quickly assess how we’re doing.


We have probably all sat through our fair share of awful meetings. No need to go into detail here. However, if you’re frustrated by the lack of productivity and results from meetings that you conduct, here are 5 basic suggestions:

  1. Send attendees an agenda in advance
  2. Start on time & end on time
  3. Start with a seque372, create context, set expectations
  4. Ban laptops, tablets and smartphones
  5. Rate the meeting (1-10, where 10 is great)

People should be rating their meetings a “10”. If your team is struggling, here are a few questions to ask yourselves:

  • Was everyone heard? Did we listen to each other?
  • Was everyone an active participant and were we open and honest?
  • Did we address each other directly and look each other in the eye?
  • Did we get to the root cause and solve the real issue?
  • Did we review the “to-do” list and clarify cascading messages?

If the meeting is rated less than a “10” ask for some open and honest feedback. Remember, people should be rating how well they did as a team working through the agenda. Effective meetings are those where issues are identified, discussed and solved. The Level 10 Meeting Agenda155 is one of the most effective EOS tools for conducting great meetings. You get what you expect. Expect a “10”.

Check out this blog post from Mike Paton269:

In our first session with an EOS® client, we help them implement an efficient, productive Meeting Pulse™ and weekly Level 10 Meeting™ that quickly improve the quality of the company’s meetings. One of the things we insist they do is rate each meeting – out loud – as it concludes.

“Rating your meetings” seems like such a simple concept that many fail to grasp its importance. Some even decide – early in the EOS journey – to make It optional or skip it altogether. If you’re one of those people – please read on. Because properly rating your meetings and using the feedback to make them better (and your team healthier) is a game changer.

How to rate a meeting a 10? Are there guidelines for the 1-10 ratings?


  1. Just before ending the meeting on time (because “early is on time and on time is late”), ask everyone to rate the meeting out loud, from 1 – 10 (with 10 being best).
  2. You’re rating the quality of the meeting, using your own internal barometer.
  3. That means you’re NOT rating the leader of the meeting, nor the quality of last week’s results. You’re rating the whole team and its performance in today’s meeting. At the end of a session (which we also rate this way), I simply ask, “How’d WE do today?”
  4. Be honest. If the meeting was terrific, perhaps your best yet – please feel comfortable saying “10.” If it was lousy, say the number that feels fair: 7, 5, even 2.
  5. Back your honesty up with feedback. Consider briefly saying WHY it was great if you rated it a 10. And definitely let your team know why it wasn’t great. Be open and honest here. If someone arrived late, or two people hijacked the meeting, or the whole team wasn’t fully engaged, call those behaviors out.


Most meetings in most organizations aren’t very good. When we ask teams to rate meeting quality before embarking on the EOS Journey, the average response is 3.5 on a scale of 1 – 10. Despite that depressing statistic, few leaders and teams ever discuss why meetings are so bad, or do anything substantive to improve them.

Though most leaders know that constructive feedback is absolutely key to improving performance, few would ever provide it to peers in a group setting. I’ve been in these meetings – heck, I’ve CAUSED these meetings. And I know that what’s far more likely after a bad meeting is for two frustrated leaders to make eye contact, roll their eyes, and then go out for lunch or drinks and complain about everyone else.


When you redirect that unhealthy behavior into live, open and honest feedback for your teammates, you become a team working together to achieve more regular “10s.” You help people realize what they’re doing to negatively impact your meetings, and you invite them to let you know when you’re not at your best.

So, master this one simple discipline, and take the feedback you get to heart. For more help improving the quality of your meetings, access the resources below.


Love this question! It comes up all the time. Super great feedback on the answers below. 

In addition to what was posted, I typically offer this up too if they're still not grasping the idea. 

Overthinking Can Lead to Demotivation
I explain that meeting ratings can be demotivational. I've worked with teams that simply want to be overly hard on themselves. I've seen all-star 10 meetings where the entire team wants to give themselves a 6 or 7. But, when they go at that scale, they also train their team accordingly.

Point Systems Should be Cautioned
I've seen teams that make point systems to account for points for various aspects of the meeting. This tends to get overanalyzed. Plus, it tends to account for low ratings as they don't want to give a 2 to some items where they feel they can improve. So, they end up with 6 or 7 meetings where in actuality they're probably closer to an 8 or even a 10.

Consider Your Rollout
If you ask one of your team members if a 6 meeting sounds like a great meeting, they'll think they are failing. Thus, when you establish your ratings at a leadership team level, consider the impact during your rollout. 10 meetings aren't just given away. But, when everyone shows up and does the work, rating it a 6 certainly doesn't help the team motivation or culture.

School Grading Scale 
When explaining how to rate meeting, I first explain the EOS approach. Then, when they're still needing more help, I relate it to a school grading scale.

  • Consider a 10 being an A - doesn't mean it was perfect, but we all showed up and we all did our best. We were open and honest and had a productive meeting. We're all walking away know we showed up on time, we stuck to the agenda, and we got done what we planned to do.
  • 8 or 9 is a B to (A-) meeting - some items that could be better but overall it was pretty solid. I ask for feedback to identify where we can improve.
  • 6 or 7 is a C or D meeting - meaning we struggled. We had some issues and we should identify what those were so we can learn and improve.
  • Anything less and we certainly need to ensure we've identified an issue.

That said, I never want to 'coach' anyone into a rating that isn't true. I always tell them that this is your rating on how we did today and simply ask where they landed. It also doesn't mean they had everything done and on-track. Then, we're diving into specific individuals and trying to rate our group meeting based on our performance.

In a quarterly yesterday, the entire team gave it a 10 and one gave a 9. He said that his 9 was based on the size of the leadership team. Which, was an issue we've already identified. That's fair and that's his rating. What's good about that is we know that's important to him and I agree - the team is too big. We still had an exceptional meeting, but it would have been that much better if we'd addressed that issue. This team didn't complete all their rocks and they have work to do. But, they did do amazing work through all the Covid challenges, everyone showed up on time, and we all plugged in for an incredible day. Thus, to me, it was a 10 meeting. 

Hope that helps provide some additional insights. I'm open to feedback on this approach as well. I stay EOS pure and only try to help where folks are still struggling. This has been beneficial for my clients.