How do you handle a situation where a leadership team member actively participates and agrees to decisions during our session day, but then begins subtly resisting or undermining those decisions once we return to the office?

Question

Tyler Smith · Accepted Answer

This behavior is a silent killer of company culture, and we address it directly. During our session days, my rule is that we must have healthy, honest, and sometimes uncomfortable conflict. Everyone must voice their true opinions. However, once a decision is made and we leave the room, the leadership team must present a unified front. There is zero tolerance for passive-aggressive resistance or telling employees that you did not agree with a decision. If a team member begins undermining our decisions back at the office, the Integrator must address it immediately. This is not something you wait ninety days to solve in our next quarterly session. The Integrator must have a direct, one-on-one conversation to identify if the person is struggling with GWC™ or if they are simply unwilling to align. During our next session, we will put this team health issue on the table. We will use the GWC™ tool and the core values assessment to evaluate the behavior openly. If a leader cannot support the collective decisions of the team, they are in the wrong seat, or they are the wrong person for the company. Alignment is not optional. You do not have to agree with every decision initially, but once we leave the session room, you must support it with absolute commitment.