It looks like managerial consulting claptrap. Don't trust a methodology with an ® next to its name and an accompanying book series.

So for me to elevate myself into focusing on whats next I have to make sure whats going on now is being taken care of. I see absolutely no value in micro management and if I don't trust my team then I've set them up wrong. BUT I still want to have a pulse check on how they're doing and what I can be doing to help them because I'm still driven by my mission to create a great engineering culture. The L10 meeting is basically a weekly 90 minute session where we go over our metrics that matter (a scorecard that we use to track system health, successful outcomes etc), set and recap any todo's that we've set for the last 7 days (and I emphasize that these are the absolutely essential things we have to get done to keep things running, not extra things on top of existing work) and then time to remove any major blockers by discussing and solving them. Overall, we need to take ourselves out of working in the business (not talking about bugs etc - we have a separate session for that) and work ON the business (infrastructure, identifying current gaps and weaknesses on our team, resourcing etc). It really helps maintain transparency all the way down and also keeps my people empowered to do what they need to do. At the end of the day, I hire smart people to solve the hard problems, not to tell them what to do.

You cannot even attend a Level 10 meeting without being 10x. With Level 10 technology, and 10 10x people, you're looking at a minimum of 1000x productivity.

With Level 10, you basically elevate your team and meld them into Chuck Norris.

Your not alone. I didn't read far enough into the non-answer to find the answer.

The first rule of Level 10 meeting is you do not talk about Level 10 meeting.

Yeah, L10n actually does stand for localization.

(https://en.wikipedia.org/wiki/Internationalization_and_local...)