We have a leadership team member who only participates in the Level 10 Meeting when the discussion directly touches their department, sitting in complete silence during all other scorecard reviews and IDS sessions because they claim they do not want to speak out of turn. How do we get them to act like a cross-functional business leader instead of a siloed manager?

Question

Tyler Smith · Accepted Answer

When a leader sits in silence during discussions outside their department, they are operating as a siloed manager rather than a true leadership team member. On a leadership team running on the EOS® framework, every member must wear their 'leadership hat' first and their 'departmental hat' second. They are jointly responsible for the success of the entire organization, not just their own division.

To break this behavior, the Integrator must address it directly outside the meeting. Have a one-on-one conversation and remind them of their role on the team. Explain that you need their unique perspective, problem-solving skills, and intellect applied to all company issues, not just the ones that affect their department.

During the next Level 10 Meeting™, the facilitator should actively pull them into the debate. If you are running IDS® on a sales issue, look at your silent operations leader and ask for their input specifically. Prompt them by asking how the proposed sales solution might affect their operations team or what risks they see from their vantage point.

If the leader continues to remain silent and refuses to contribute to the broader business, you must assess their fit on the Accountability Chart using the People Analyzer. A true leader must GWC™ the seat, which includes active, cross-functional leadership during the weekly pulse.