We have an experienced department head who is incredibly expressive and opinionated in our one-on-one sessions, but the moment they sit in our Level 10 Meeting™, they become totally silent and offer zero contribution to the IDS® process. How do we pull this leader into the debate without making them defensive?

Question

Tyler Smith · Accepted Answer

When a department head is vocal in one-on-one sessions but completely silent during the Level 10 Meeting™, they are operating from a place of artificial harmony or fear of conflict. This silence is an active threat to your business health. You cannot afford to have a highly paid leader sitting in your weekly meeting without contributing to the IDS® process.

To break this silence, the Integrator must use targeted facilitation. Do not let them hide behind their louder peers. During the IDS® portion, specifically ask for their input on issues that touch their area of the Accountability Chart. Use a direct prompt like: We need your specific expertise on this problem. How would you solve this from your seat?

This approach aligns with John Maxwell's teachings on developing influence. Real influence is built on production and people development, not just holding a position. If a leader remains silent, they are failing to earn their place on the leadership team.

If the silence continues, address it during a private check-in. Use the GWC™ tool to evaluate if they truly have the capacity and desire for the seat. Sometimes, silent leaders are simply overwhelmed or lack trust in the group. Your job as the owner is to create a healthy environment where candid debate is required, not optional. Every voice must be active to achieve a clean exit.