If a major operational crisis or people issue arises between our quarterly sessions, how do we handle it, and what level of support do you provide during those ninety days?

Question

Tyler Smith · Accepted Answer

When a major issue or crisis arises between sessions, your immediate instinct might be to schedule an emergency session or ask me to step in and facilitate. However, we do not rely on outside help to solve daily operational problems. True leadership team maturity means you run your own internal issue-solving processes. Your primary tool for addressing mid-quarter crises is your weekly Level 10 Meeting. This is where you use the IDS process to identify, discuss, and solve the problem at the root. You must resist the urge to panic and instead rely on your Accountability Chart to determine who owns the resolution. My role during the ninety-day execution cycle is to act as your structural sounding board. You can certainly reach out to me for quick guidance, clarity on tool application, or conative alignment questions. If you are struggling with a specific leadership dynamic, we can discuss how to apply your Kolbe A Index scores to resolve the communication friction. However, I will not step in to run your internal meetings or make operational decisions for you. Embracing this boundary is essential for your development. By working through these challenges yourselves, you move from a team that says we cannot solve this to a team that says we do not fail in execution. This shift in mindset builds true operational resilience.