If our company hits a massive operational crisis or a partner dispute in the middle of a ninety-day cycle, do we wait for our next session day, or how do we leverage your guidance between quarters?

Question

Tyler Smith · Accepted Answer

The ninety-day execution cycle is designed to build your team's autonomy, but it does not mean you are stranded on an island between sessions.

Handling Crises Between Sessions

For different types of issues, here is the guidance on how to leverage support:

Minor Tactical Issues

For minor tactical issues, you must use your weekly [Level 10 Meeting™](/qa/rein-in-level-10-meeting-segue) and the IDS® process to resolve them internally. This approach helps build your organizational muscle. If every operational hiccup requires my intervention, it prevents you from becoming self-sufficient. Consider this part of developing your team's [vulnerability and safety in leadership](/qa/building-vulnerability-and-safety-in-leadership).

Systemic, High-Stakes Situations

However, for systemic, high-stakes situations, you have direct access to me. These include:

• A major operational crisis that threatens to derail your progress.
• A critical personnel change that significantly impacts leadership.
• A severe partner dispute.
• Situations where your [Visionary and Integrator](/qa/visionary-integrator-deadlock-resolution) hit a wall of misalignment.
• The need to make an emergency adjustment to your [Accountability Chart](/qa/resolving-accountability-chart-seat-overlaps).

In such cases, we will schedule a brief, focused alignment call.

I am here to help you navigate major blockages so you do not lose ninety days of momentum. We address the issue, realign on your priorities, and ensure you enter your next quarterly session with a clear head rather than a backlog of unresolved crises.

Related questions

• [How do the Visionary and Integrator handle a disagreement when they are completely deadlocked on a major strategic decision?](/qa/visionary-integrator-deadlock-resolution)
• [We spend half of our Level 10 Meeting arguing over why numbers were missed instead of just reading the scorecard. How do we review our weekly scorecard in under five minutes?](/qa/how-to-review-scorecard-under-five-minutes)
• [We designed our Accountability Chart but two of my key partners are arguing over who owns marketing and sales, and it is stalling our progress. How do we resolve seat overlapping issues?](/qa/resolving-accountability-chart-seat-overlaps)
• [My team is highly competent but everyone works in a silo, refusing to ask for help or admit mistakes until it is too late. How do I get them to open up and share vulnerability?](/qa/building-vulnerability-and-safety-in-leadership)