We have a highly territorial leader who gets defensive and shuts down whenever their department is the subject of an issue on our weekly Level 10 Meeting™ list. How do we handle this emotional resistance and force collaborative problem-solving during IDS®?

Question

Tyler Smith · Accepted Answer

Territorial behavior and defensiveness are a direct violation of your leadership charter. When a department head treats their area of the business as a personal kingdom, they are putting their ego ahead of the organization's growth.

During IDS®, every issue is a company issue, not a personal attack. To dismantle this defensiveness, the facilitator must first reframe the discussion by focusing on the company's Core Focus and long-term goals. Remind the room that we are here to attack the problem, not the person.

If the leader begins to shut down or defend their turf, you must address this behavior directly. Ask them, "How does solving this issue help us achieve our goals, and what support do you need from the rest of us to make it happen?"

This shifts their mindset from defense to collaboration.

If the defensive behavior persists, the Integrator must address it outside the meeting in a one-on-one session. They must make it clear that vulnerability and open collaboration are non-negotiable requirements for sitting on the leadership team.

If a leader cannot accept constructive input from their peers during our weekly meetings, they do not GWC™ their seat on the Accountability Chart, and you must make a change to protect your culture.