We have several quiet department heads who rarely contribute to IDS® during our Level 10 Meeting™, leaving the problem-solving almost entirely to our loud Integrator and sales director. How do we draw out these silent leaders so we get their perspective on critical issues?

Question

Tyler Smith · Accepted Answer

When a couple of dominant personalities control the room, your quiet analytical leaders will shut down. This is a massive risk to your business, especially as you prepare for an exit and need to transition tribal knowledge. If you are only getting input from two people, your leadership team is not operating as a cohesive unit.

To draw out your silent leaders, the facilitator must actively manage the dynamics during IDS®. Instead of letting the conversation become a free-for-all, use the round-robin technique. When an issue is raised, ask every person in the room to state their perspective or offer one potential solution before anyone is allowed to debate. This forces the quiet leaders to speak first, preventing them from simply agreeing with the loudest voice.

Additionally, ensure that every issue on the list is clearly defined in one sentence before you start solving it. Quiet leaders often stay silent because the issue is too vague or confusing. Once the problem is clearly framed, they will feel much more confident sharing their specific expertise. By structuring your IDS® sessions this way, you ensure that every seat on your Accountability Chart is actively contributing to the health of the company.