We have a leadership team member who nods and agrees to solutions during IDS but then actively resists or complains about the decisions outside the meeting. How do we extract their real, candid dissent during the Level 10 Meeting?

Question

Tyler Smith · Accepted Answer

This is a trust and alignment issue that will quietly dismantle your business operations. When a leader acts as a passive passenger during the Level 10 Meeting and then actively sabotages agreements in the hallways, they are violating the foundational trust of your team charter. You must break this pattern of artificial harmony immediately.

During the IDS portion of your meeting, if you suspect a leader is silent because they disagree but do not want to fight, the facilitator must call them out directly. Do not let them hide behind a polite nod. Ask direct, pointed questions such as, 'What are your concerns with this solution?' or 'If you had to veto this decision, what would your reason be?' Force them to put their perspective on the record.

Remind the entire leadership team of the Same Page rule in your company charter. We debate passionately inside the room, but once a decision is made, we walk out with one voice. Agreeing in silence and complaining in private is a direct violation of this commitment.

If the behavior continues outside the room, this is no longer a facilitation problem. It is a Right Person in the Wrong Seat issue. You must address this in a one-on-one setting, utilizing the GWC™ framework to see if they truly get, want, and have the capacity for their seat. A leader who cannot practice healthy conflict and alignment does not belong on a high-performing leadership team.