Our leadership team hates the touchy-feely nature of the five-minute Good News segue at the start of our Level 10 Meeting™, and their resistance or sarcastic responses are destroying the transition's purpose. How do we handle a team of highly technical, unsentimental leaders who think sharing personal bests is a complete waste of time?

Question

Tyler Smith · Accepted Answer

If your leadership team is highly technical and resistant to the personal aspect of the Good News segue, trying to force touchy-feely vulnerability will only breed cynicism. However, skipping the segue is not an option. The purpose of this section is not to hold a group therapy session. The purpose is to transition your brains from the daily grind of working in the business to working on the business, and to build cohesive team trust.

To handle a highly analytical, unsentimental team, shift the focus of the segue to progress and wins. Allow them to focus heavily on the professional side of good news. Encourage them to share a specific win regarding data, client success, or an operational bottleneck that was recently cleared.

For the personal side, reframe the prompt. Instead of asking for deep personal sharing, ask for simple, transactional updates. These could be a book they finished, a home project completed, or a trip they have planned. Keep it light, fast, and low-pressure.

The facilitator must lead by example. Share your good news quickly, keeping it under thirty seconds, and then immediately pass it to the next person. Do not allow anyone to debate or elaborate on the news shared. If someone makes a sarcastic comment, shut it down professionally by maintaining the pace. By keeping this transition structured, quick, and focused on momentum, your team will begin to appreciate its value as a mental reset rather than viewing it as a chore.