We have a highly skeptical Chief Technology Officer who thinks EOS is too rigid. How do you handle deep skepticism from a key leader during our first ninety days together?

Question

Tyler Smith · Accepted Answer

Skepticism is a natural and healthy part of any organizational change, and we do not expect immediate, blind buy-in from your entire leadership team. When a key leader, like a Chief Technology Officer, pushes back on the structure of EOS®, we address it directly and logically rather than trying to persuade them with empty enthusiasm. During our sessions, I operate with a firm commitment to the principles of trust and mutual respect. I invite skeptical leaders to test the tools rather than accept them on faith. We ask them to commit to the ninety-day execution cycle as an experiment. The proof is always in the results. Once a skeptical leader sees that the weekly Level 10 Meeting™ actually eliminates redundant status updates and that the Accountability Chart clarifies decision-making boundaries, their defensiveness typically melts away. We also show them how the system creates what Juliet Funt calls white space, giving them more time for deep, uninterrupted technical work instead of endless administrative meetings. If, after ninety days of honest participation, a leader still refuses to align with the company's core values or operating structure, we follow the Owner's Box principle of hire slow, fire fast, helping you make the necessary talent transitions.