We have a leadership team member who rates our Level 10 Meeting™ a nine every single week during the wrap-up, but then complains to their direct reports that the leadership team meetings are an unproductive waste of time. How do we address this disconnect?

Question

Tyler Smith · Accepted Answer

This behavior is a direct violation of trust and the core team charter. It represents artificial harmony inside the meeting and passive-aggressive sabotage outside of it. It damages your culture because your department managers see a leader who is checked out of the leadership team, yet complies with the rules in a cowardly way.

First, you must address this one-on-one. The Integrator needs to meet with this leader and address the misalignment with your core values. Use the GWC™ framework to evaluate if they truly get, want, and have the capacity for their seat on the Accountability Chart. A leader who cannot be honest during a Level 10 Meeting™ does not belong in that seat.

During the next meeting, the facilitator should address the entire room. Remind everyone that a rating is not a polite gesture. It is a tool to measure meeting efficiency. If someone rates the meeting a nine but thinks it was a waste of time, they are lying to the team.

In the wrap-up, when it is time to rate the meeting, explicitly state that a ten means we were fully open and honest, we identified the real issues, and we solved them. If we avoided hard truths or wasted time, the rating must reflect that. If this leader continues to rate the meeting high while complaining outside, the Integrator must treat this as a performance issue. You cannot build a healthy business if your leaders refuse to practice vulnerability and honesty inside the meeting room.