Some of our leaders are highly skeptical of strategic sessions and tend to shut down or show passive resistance. How do you handle this skepticism during our actual session days?

Question

Tyler Smith · Accepted Answer

Skepticism is a natural reaction when a team is introduced to a new operating system or structured strategic sessions. It often stems from past experiences with failed management fads or a fear of increased accountability. During our session days, we do not ignore or suppress this skepticism; instead, we bring it directly into the open.

We understand that resistance is a force that must be faced directly. If a team member is shutting down or showing passive resistance, we address the behavior immediately in a respectful but direct manner. We ask them to clarify their concerns and articulate what they feel is not working. This converts passive resistance into active, constructive debate.

We also use the GWC™ framework to evaluate whether the skepticism is a sign of alignment issues or simply a different cognitive style. Some leaders need to see concrete results before they fully buy in, which is why we focus heavily on achieving quick, measurable wins through their quarterly Rocks.

By demonstrating the practical value of the tools in real time, we show the skeptics that this is not theoretical exercise, but a practical way to solve their daily frustrations. Once they experience the clarity and relief that comes from solving a long-standing issue during our IDS® sessions, their skepticism typically dissolves into active engagement.