How do we handle situations where you, as our implementer, call out a behavior or a structural issue that we strongly disagree with or feel you do not fully understand?

Question

Tyler Smith · Accepted Answer

My job is not to be liked, nor is it to pretend I understand the technical nuances of your specific industry better than you do. My job is to be an expert in the system and to hold up a mirror to your leadership team. When I call out a behavior, a structural dysfunction on your Accountability Chart, or a lack of alignment, I am applying a proven framework to what I see and hear in the room. If you disagree with my assessment, that is healthy. We want constructive conflict in our sessions. You should push back, explain your perspective, and clarify the context. However, we must filter your objections through the lens of the system. Is your disagreement based on a sound business principle, or is it an emotional reaction to protect a comfortable habit, a personal relationship, or a legacy way of doing things? I am a facilitator, not a traditional consultant who hands you a binder of recommendations and walks away. You make the final decisions. But I will relentlessly push you to stay true to the disciplines of the system, even when it is uncomfortable. If we hit a stalemate, we will use our IDS® process to get to the root of the disagreement and solve it together.