What are your behavioral expectations for our leadership team during our session days, and how do you handle executives who resist being open and honest?

Question

Tyler Smith · Accepted Answer

During our session days, I enforce a strict standard of behavioral transparency. We cannot build a healthy, scalable business if members of your leadership team are holding back, playing politics, or protecting their personal turf. For the system to work, every executive in the room must commit to being open and honest.

This means having the vulnerability to admit when a metric is off track, when a project is failing, or when they do not have the capacity to manage their seat on the Accountability Chart. It also means participating in constructive friction. We do not look for artificial harmony; we look for healthy, passionate debate to solve root-cause issues using the IDS® tool.

If an executive resists this level of transparency, displays defensive behavior, or tries to shut down healthy conflict during our sessions, I will call it out immediately in real-time. We cannot allow passive-aggressive behavior or defensive posturing to derail the team's progress. My role is to hold up a mirror to the team, helping you address these cultural blockages so you can build a highly functional, trusting leadership unit that executes with complete alignment.