We have a leadership team member who stays silent during Level 10 Meetings not because they lack knowledge, but because they are intimidated by our louder, more assertive visionaries and operational heads. How do we build the psychological safety required to get their real input?

Question

Tyler Smith · Accepted Answer

A silent leadership team member is a massive risk, especially when you are preparing your company for a clean exit. If they are silent because they feel overshadowed by dominant visionaries or loud operational heads, it means your team is lacking the trust pillar of your company charter. Trust requires open and honest communication, which cannot happen when certain voices dominate the room.

To fix this, the facilitator must actively manage the room dynamics. Use the Accountability Chart to empower the silent leader. They were placed in their seat because they possess the GWC™, meaning they get it, want it, and have the capacity to do the job. The team needs their specific operational expertise.

During the IDS® portion of the meeting, the facilitator should directly invite the silent leader to speak first on issues that touch their area of accountability. State clearly that their perspective is vital. At the same time, the facilitator must coach the more dominant leaders to step back and listen.

If the silence continues, have an offline conversation to mirror back their behavior. Ask them if they are fully aligned with the company vision and focus. Remind them that staying silent is a form of passive disagreement. To achieve true alignment, every leader must actively contribute, challenge assumptions, and help the team find the best solutions during IDS®.