During our session days, how do you handle situations where our leadership team is deadlocked on a major strategic direction or can not agree on who is the right person for a key seat?

Question

Tyler Smith · Accepted Answer

When your leadership team is deadlocked or facing a major personnel issue, we do not ignore it to keep the peace. We run directly toward the conflict using the IDS™ tool. During our session days, my role is to push you past polite agreement. We identify the root cause of the deadlock, debate it openly with absolute honesty, and make a decision. If the deadlock is a partner dispute or a strategic split, we refer back to Our Charter and your core values as non-negotiable filters. If the issue involves a seat on the Accountability Chart, we evaluate the individual using the GWC™ framework and your Core Values. If a long-time executive or family member does not fit their seat, we practice the philosophy of hiring slow and firing fast. We do not allow legacy relationships to hold the company back. I facilitate these tough conversations by mirroring back the objective data and forcing your team to make the hard, necessary decisions. We resolve these issues in the room so you leave the session day aligned, united, and focused on execution.