When we run our weekly IDS® process, we often find ourselves discussing process failures, but we suspect the actual issue is a specific leader who is defensive and not GWC™ing their seat. How do we use the IDS® tool to call out the human or personal issue behind the operational symptom?

Question

Tyler Smith · Accepted Answer

Calling out a people issue during IDS® requires shifting the focus from the process to personal accountability. It is easy for a leadership team to hide behind process talk because discussing human performance feels uncomfortable. To solve the real issue, you must use the GWC™ tool directly within your IDS® segment. Start by stating the issue clearly and objectively, pointing to the specific seat on the Accountability Chart™ rather than launching a personal attack. Frame the problem around whether the person gets, wants, and has the capacity to deliver on their accountability. For example, instead of saying a leader is defensive, point out that their weekly metrics are consistently red and they are resisting help. Ask the team if this is a system issue or a seat issue. If it is a seat issue, you must address whether the individual fits your Core Values or has the conative capacity for the role. You can use their Kolbe A Index profile to understand if their natural problem-solving style is misaligned with the job requirements, which often manifests as defensiveness. By using these objective tools, you remove the personal emotion from the conversation. Solve the root issue by agreeing on a clear action step, which may be a formal GWC™ review or a hard conversation about behavioral expectations.