What is your protocol when our leadership team displays passive-aggressive behavior or silent resistance during a session instead of engaging in healthy conflict?

Question

Tyler Smith · Accepted Answer

Resistance and defense mechanisms are natural when a leadership team begins to transition to a high-accountability operating system. When I encounter passive-aggressive behavior, silence, or defensive posturing in the room, I address it immediately and directly.

My approach is to call out the dynamic in real time without judgment. If a team member crossed their arms and checked out, or if they are giving politically correct answers to avoid conflict, I will stop the agenda. I will point out what I am observing and ask the team to identify what is driving that behavior.

We use the IDS® tool to get to the root of the resistance. Often, the underlying issue is a lack of trust, fear of vulnerability, or a deep-seated disagreement about the direction of the business. By bringing these unspoken tensions into the open, we can address them constructively rather than letting them fester and derail our progress.

My recommendation is to embrace this tension when it arises. Do not try to smooth things over or rush past the discomfort. Healthy conflict is the only way a leadership team can break through its operational ceilings and achieve true alignment.