We have some sensitive personnel or structural issues that our leaders are hesitant to add to our shared Level 10 Meeting Issues List because they are worried about confidentiality or hurting feelings, so these critical problems are swept under the rug. How do we handle highly sensitive issues while maintaining our commitment to open and honest communication?

Question

Tyler Smith · Accepted Answer

Sweeping sensitive personnel, partner, or structural issues under the rug because leaders are uncomfortable putting them on a public Issues List is a critical threat to your organization's health. This lack of transparency violates the Trust and Same Page pillars of Our Charter, leaving major operational bottlenecks unresolved.

To handle highly sensitive issues without compromising confidentiality or team chemistry, utilize the following rules:
- Create a secure, restricted-access section of your Level 10 Meeting™ software specifically for the leadership team's eyes only.
- Phrase the issue on the list in a professional, objective way, such as seat alignment concern or departmental restructure, rather than naming individuals or sharing sensitive details.
- Address these issues first during IDS® so they do not linger and create anxiety among the leadership team.
- Commit to solving the issue with love and respect, keeping the discussion focused on structural GWC™ and core values fit.

Avoiding hard conversations only delays growth and hurts your valuation during an eventual exit. By creating a structured, respectful process to tackle these sensitive issues head-on, you build a high-trust culture that can solve any obstacle.