We have a leader who is highly capable but sits quietly during IDS®, only speaking when directly called on and then just saying they agree with whatever the team decides. How do we break this default compliance and get their real perspective on our Level 10 Meeting™ Issues List?

Question

Tyler Smith · Accepted Answer

Passive agreement is a silent killer of healthy organization building. When a leader says they agree with whatever the team decides, they are avoiding the vulnerability and hard work of active problem solving. If they are highly capable and GWC™ their seat, their silence is usually a defense mechanism or a sign they are checked out. To break this habit, the facilitator must stop letting them off the hook with simple agreements. First, change how you ask for their input. Instead of asking if they agree, ask them to identify the biggest risk in the proposed solution. Force them to take a stand by asking what they would do if they were solely responsible for the outcome. Second, take it outside the meeting. The Integrator needs to have a direct conversation during a one on one session. Ask them why they are holding back. Remind them that their seat on the Accountability Chart requires their unique perspective, not their permission. If they cannot or will not bring their brain to the table, they are holding the company back from a clean exit because a potential buyer wants to see a leadership team of active problem solvers, not a group of passive onlookers. Finally, enforce a rule where the person who is most quiet on an issue must speak first during the identify phase of IDS®. This forces them to frame the problem before anyone else can set the direction.