We have two highly analytical department heads who sit in complete silence during the IDS® portion of our Level 10 Meeting™, offering zero input unless directly asked. How do we get these quiet leaders to actively engage in solving company-wide issues without putting them on the spot defensively?

Question

Tyler Smith · Accepted Answer

In an EOS® leadership team, silence is not golden. It is a silent killer of alignment. When highly analytical department heads stay quiet during IDS®, they are either holding back their genius or silently disagreeing with the decisions being made, which leads to passive resistance outside the meeting room. To get these quiet leaders to engage, you must change how you facilitate the debate. Analytical minds often process information internally and are hesitant to speak until they have formulated a complete, logical solution. They struggle with the fast-paced, verbal brainstorming that dominant personalities love. Start by framing the issue clearly before opening the floor. Then, have the facilitator actively draw out the quiet leaders. Instead of asking a generic question to the whole room, ask them directly for their specific perspective. You can ask them to share their analytical take on the operational impact of the decision. Give them a moment to think by asking them to speak second or third rather than first. Frame their involvement as a responsibility of their seat on the Accountability Chart. Every seat on the leadership team is there to solve company-wide problems, not just departmental ones. If they still remain silent, have a direct conversation outside the meeting. Remind them that their silence is interpreted as agreement, and you need their critical thinking to make the best decisions for the business.