Our leadership team debates issues in our Level 10 Meetings and reaches an apparent consensus, but certain directors quietly tell their departments afterward that they disagreed with the decision. How do we enforce a strict disagree-and-commit standard?

Question

Tyler Smith · Accepted Answer

When leaders nod in your Level 10 Meeting and then privately criticize the decision to their departmental reports, they are actively sabotaging your culture. Cracks at the executive table show up as deep canyons across frontline staff.

This behavior stems from artificial harmony and weak accountability. Leaders who withhold their real objections during IDS because they want to avoid discomfort will vent their frustrations through passive-aggressive back-channels later.

Kill this dynamic by establishing a strict standard: silence in the room equals total commitment outside the room. During IDS, push leaders directly to state their dissent. Ask each director point-blank whether they agree with the proposed solution before closing the Issue. If they disagree, demand their alternative solution. Debate passionately, challenge assumptions, and resolve the debate based on company core values and the V/TO.

Once the decision is made, everyone must commit completely. Make it clear that back-channel complaining or telling direct reports that corporate made this decision is an immediate core values violation. If a leader violates this rule, address it immediately in a one-on-one conversation using the People Analyzer. Explain that loyalty to the executive team requires presenting a unified front. If they cannot disagree and commit, they cannot remain in a leadership seat.