When we run our IDS sessions, we struggle to name the elephant in the room because the root cause is often a relationship or performance issue with a peer. How do we get our team to safely identify the real issue behind the issue?

Question

Tyler Smith · Accepted Answer

When the root cause of an issue involves a peer or a personal conflict, leadership teams often dance around the truth. They discuss process inefficiencies or communication gaps when the actual problem is that a specific leader does not GWC their seat or is violating a core value.

To get to the issue behind the issue, you must establish a culture of humble confidence and psychological safety. This starts with the leader. If the owner or Integrator is unwilling to be vulnerable and address hard truths, the rest of the team will follow suit and keep discussions superficial.

Use the Accountability Chart as your objective shield. When an issue arises, frame the discussion around the roles and responsibilities defined on the chart, not the personality of the individual. Ask directly: Is this a process issue, or is it a seat issue?

During the Identify phase of IDS, do not allow the team to discuss solutions until everyone agrees on the single, core problem. If a team member brings up a symptom, ask "Why?" multiple times to peel back the layers. For example, if the issue is "marketing leads are down," keep digging until you realize the root cause is that the sales and marketing heads have not agreed on the definition of a qualified lead.

By focusing on the facts, referencing the Accountability Chart, and committing to the "Help First" mentality, you can address interpersonal friction without triggering defensiveness. Solving the real issue once is far better than tolerating a symptom forever.