Skip to main content
Michael Emerson
Client Success at
Asked a question 2 years ago

I’ve been getting this question and thought it may help the group: How do I determine between a Short Term Issue and when it is a Long Term Issue and when do I address them?

Sign Up Now to join the conversation!

Simply put, you need to compartmentalize. 

Short Term Issues are addressed during the Level 10 Meeting.  These are pressing matters that need to be solved immediately, i.e. broken equipment, a bad Measurable, an off-track Rock.  This is where to-do’s are often created or decisions are made.  

Use the Long Term Issues list as a parking lot for topics of discussion that are less urgent or don’t fit this quarter’s priorities.  Examples include future Rocks, good ideas you don’t have the resources to pursue, or non-pressing problems, etc.  While usually addressed during Quarterly meetings, keeping tabs on the Long Term list will prevent lost opportunities or problems from growing too large.  When it is time, you can move a Long Term Issue to the Short Term list and IDS it. There’s always a place to capture every thought, and Long Term Issues list is just for that! 

Rick Pelletier
Fractional Integrator/CFO/COO

@Michael Emerson179 - the way I've done it is that Short Term issues need to be solved or have action taken on them in the next 7 days and are on the list and prioritized in the weekly L10 meeting. Everything else goes on the Long Term issues list and is reviewed by the Integrator on a regular basis to see if there is anything that requires escalation to the Short Term list. Otherwise they are reviewed during the Quarterly meeting as possible Rocks. Fortunately Ninety.io211 is a great tool for keeping track of these!