We recently promoted a top department manager to our leadership team, but they are struggling during our Level 10 Meeting™ because they bring a tactical doing mindset instead of the strategic solving mindset required for IDS®. How do we coach them to make this transition?

Question

Tyler Smith · Accepted Answer

It is common for high-performing managers to struggle when they first join a leadership team. They earned their promotion by being excellent executors of tactical work, so they naturally default to discussing activities and tasks during the Level 10 Meeting™. However, as a leadership team member, they must transition from a doing mindset to a solving mindset. To coach them through this shift, the Integrator must work with them during their weekly one-on-one sessions using the GWC™ tool. Help them understand that their value to the leadership team is no longer just about their personal output, but about their ability to lead their department and solve systemic, cross-functional issues. During IDS®, if they start describing all the daily tasks their team is working on, gently redirect them by asking, what is the actual issue we need to solve here, and what do you need from this team to resolve it? Help them frame their challenges as clear, actionable issues for the Issues List rather than status updates. This coaching takes time, but it is essential for their development. By helping them elevate their perspective, you build a stronger leadership team and ensure your weekly pulse is focused on driving true organizational traction.