@Michael Emerson47 - 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.io51 is a great tool for keeping track of these!
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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... (More)
The Operations and Finance components of businesses typically have documented processes that are adhered to. Sales and marketing on the other hand are a bit more wild west when it comes to repeatable, inspected processes and expectations.
Do you have a separate sales and marketing Level 10?