How do you handle a leadership team member who acts fully aligned and agrees to their Rocks during our full-day sessions, but systematically fails to execute once they get back to the office?

Question

Tyler Smith · Accepted Answer

This is a common issue that we address immediately and directly using the system tools. When a leadership team member consistently fails to achieve their quarterly Rocks, it is a symptom of a deeper issue that we must IDS.

First, we look at the Accountability Chart and evaluate the individual using the GWC tool. We must determine if they truly understand their role, want the role, and have the capacity to do it. If they are agreeing to Rocks in the room just to avoid conflict but lack the resources or skills to complete them, we have a structural issue.

Second, we look at their performance through the lens of our core values. If they fit the culture but are simply struggling with execution, we use our weekly Level 10 Meeting to keep them accountable. Their peers should be highlighting their missed milestones during the weekly review, long before we reach our next quarterly session.

If the pattern of non-performance continues, it becomes a major issue for our next quarterly session. We will openly address the behavior in the room, identify the root cause, and establish a clear plan of action. This may involve shifting their responsibilities, providing additional support, or making a hard decision about their seat on the team. We do not tolerate passive agreement without active execution.