We are driving hard toward a clean exit, but one of our leadership team members is highly resistant to our new automated workflows, claiming our old, manual processes are safer and more personal. How do we handle this philosophical division?

Question

Tyler Smith · Accepted Answer

When a leadership team member resists new automated workflows, they are violating the Grow or Die core value of your company. In a business preparing for a clean exit, refusing to adopt scalable systems is a major bottleneck that will severely hurt your enterprise value. First, understand that their resistance is likely rooted in fear of losing control or feeling obsolete. You must address this openly. Bring the issue to your next Same Page meeting or use the IDS process in your Level 10 Meeting to get to the root of their hesitation. Second, remind them of your Charter. The Yes! to Strategy and Structure pillar means that once the leadership team agrees on a strategic direction, everyone must execute it with one voice. If the agreed strategy is to build AI-powered operations, they cannot quietly run manual workarounds. Clearly explain that automation does not replace their value; it frees them up to focus on higher-level strategic work. However, if they still refuse to adapt after clear coaching, they are no longer a fit for the seat. You must protect the future of the company and transition them out of the leadership team.