Our lead technical executive only speaks during our Level 10 Meeting when directly asked a specific question, forcing the Integrator to interrogate them to pull out critical operational context. How do we shift a reactive technical leader into an active problem solver during IDS?

Question

Tyler Smith · Accepted Answer

An executive who sits on the leadership team is there to lead the business, not just provide technical answers on command. When an Integrator has to interrogate a subject matter expert during IDS, that leader is operating as a passive technician rather than an enterprise leader.

First, inspect the Accountability Chart. Ensure this person truly possesses GWC (Gets It, Wants It, Capacity to Do It) for a seat on the leadership team. If they lack the desire or ability to think cross-functionally about the whole company, they may belong in a senior specialist seat rather than on the leadership team.

If they belong in the seat, reset expectations outside the meeting:
- Clarify enterprise ownership. Meet one-on-one before the next pulse. Explain that their job during the Level 10 Meeting is to spot operational landmines, challenge assumptions, and help solve problems across all departments, not just their own silo.
- Stop the interrogation dynamic. During IDS, do not constantly spoon-feed them questions. Instead, throw the issue to the room and allow uncomfortable silence. If their domain is impacted and they stay silent, call on them with an enterprise question: What is the risk to our customer delivery if we do this?
- Expect issue generation. Require that leader to log at least one meaningful issue on the list each week. If their departmental Scorecard metrics are red or engineering handoffs are stumbling, they must bring the problem to the table themselves.