We often agree on a direction in our Level 10 Meetings, but afterward, certain leadership team members make side-agreements or backchannel adjustments that completely bypass our agreed-upon decisions. How do we eliminate this trust-killing behavior?

Question

Tyler Smith · Accepted Answer

Side-agreements and backchannel adjustments represent a severe lack of commitment and a breakdown of trust within your leadership team. When executives agree in public but resist in private, it creates a toxic environment that will quickly destroy your company culture and stall your exit readiness.

This behavior must be called out immediately and dealt with directly. At your next Level 10 Meeting, bring this issue to the IDS list. Do not dance around it; state clearly that decisions made by the team must be supported by everyone once the meeting ends.

Refer your team to the principles of building a healthy, cohesive, and functional leadership team. Explain that healthy conflict means debating vigorously inside the room, but once a decision is made, everyone must walk out of the room completely aligned and supportive.

If a team member continues to make backchannel changes, they are violating your core values and failing the GWC test for their seat. You must use the People Analyzer to address this behavior. If they cannot align with the decisions of the leadership team, they do not belong on the team. By holding this hard line, you protect the speed of trust and ensure your organization operates as a single, unified force.