Our team members sit silently through critical IDS sessions, nodding along with decisions, but then we discover they are complaining to their departments and quietly undermining the agreed-upon solutions after the meeting is over. How do we break this pattern of passive-aggressive silence during our weekly Level 10 Meeting?

Question

Tyler Smith · Accepted Answer

This is a breakdown of trust and healthy conflict, and it violates the core principle of entering the room as a unified team. When leaders nod in agreement during IDS but vent or sabotage decisions outside the room, you have an alignment problem that will destroy your culture and kill your execution. To break this pattern, you must establish a ground rule of entering the Level 10 Meeting™ with the expectation of healthy conflict. The facilitator must actively look for non-verbal cues. If someone is silent, crossing their arms, or rolling their eyes, the facilitator must call them out directly. Ask them where they stand and force them to state their position. Additionally, reinforce the concept of disagree and commit. Every leadership team member must understand that once a decision is made during the IDS® portion of the meeting, they are 100 percent aligned. There is no room for second-guessing outside the room. If a leader continues to engage in the meeting after the meeting, this is no longer a facilitation issue; it is a people issue. Check their alignment with your core values and their GWC™ for their seat on the Accountability Chart. You cannot afford to have a leader who undermines the team from within. Direct, honest conflict during the meeting is the only way to get true commitment afterward.