When our leadership team hits a complete deadlock during a session day, how do you facilitate us through that resistance to ensure we do not waste valuable time spinning our wheels?

Question

Tyler Smith · Accepted Answer

Deadlocks are a natural part of running a growing company, especially when strong-willed visionaries and execution-focused integrators are in the same room. When your team hits an impasse, my job as your facilitator is to stop the circular arguments and force a decision. I do this by applying the IDS® model.

First, we step back and identify the root cause of the issue. Most deadlocks occur because teams are arguing about symptoms rather than the actual underlying problem. Once we have isolated the real issue, we move to the discussion phase. I enforce strict rules of engagement: everyone gets to state their perspective once, but we do not allow people to repeat themselves or lobby for their favorite solutions.

If the team still cannot agree, we look to the Accountability Chart. Every seat has a clear scope of authority. If we cannot reach a consensus, the person who occupies the seat responsible for that function must make the final decision. If the issue spans multiple departments and still lacks resolution, it falls to the Integrator to make the call.

I will not let you table difficult decisions indefinitely. We will solve it, agree to support the decision, and move on. This structured approach preserves your momentum and teaches your team how to navigate resistance without emotional fallout.