We have one partner on our leadership team who does not openly fight the EOS® tools but uses passive-aggressive remarks during Level 10 Meetings™ to undermine the process. How do we address this subtle resistance before it poisons the rest of the team?

Question

Tyler Smith · Accepted Answer

Passive-aggressive resistance is far more dangerous than open defiance because it acts like a slow leak in your culture. When a leader rolls their eyes, makes sarcastic comments about weekly metrics, or sighs during the IDS® portion of your Level 10 Meeting™, they are signaling to the rest of the team that accountability is optional.

You must address this behavior immediately and directly, outside of the weekly meeting. The first step is to use the GWC™ tool and Core Values as your filter. Sit down with the partner privately and lay out specific, objective examples of their behavior. Do not speak in generalities; point to the exact comments or body language from the last session. Ask them directly if they truly agree with the direction of the business and the tools being used to get there.

They must understand that their seat on the Accountability Chart requires active, public alignment. They do not have to love every tool, but they must support them fully in front of the team. If they cannot commit to this, they do not GWC™ their seat, and they do not share your Core Values. If the behavior continues after a direct conversation, you have a people issue that must be resolved, even if they are a partner. Allowing a leader to quietly undermine the system tells everyone else that performance and culture standards do not apply to the executive suite.