How do you handle a scenario during a session day where a long-term executive actively and quietly sabotages the process because they do not want to be held accountable?

Question

Tyler Smith · Accepted Answer

When a leadership team member quietly resists the process, it usually manifests as passive aggressive behavior, folded arms, or a refusal to participate in the discussions. I do not ignore this dynamic. During our session days, I am constantly observing the room's energy and behavioral cues to identify where resistance is occurring.

If a leader is holding back or pushing back on accountability, I will bring it directly to the table using the IDS process. We will identify the root cause of their resistance. Often, this resistance is driven by fear of exposure or a lack of clarity regarding their seat on the Accountability Chart.

We will evaluate whether the individual truly GWCs their seat. If they have the talent but are simply resisting the discipline, we will address the behavior openly. If they do not fit the culture or cannot perform the role, we must make the hard decision to make a change. I will facilitate these difficult conversations with absolute neutrality, ensuring that your team does not allow political posturing or individual resistance to stall your company's progress.