We struggle to run an effective IDS® session when the root cause of an issue points directly to our Visionary's pet project or behavior, because the team fears defensive blowback. How do we address these sensitive, founder-led issues without stalling our weekly meeting?

Question

Tyler Smith · Accepted Answer

Confronting the founder or Visionary is the ultimate test of a leadership team's maturity. When a pet project is stalling operations or burning resources, hiding the issue under safe operational language will only sink your execution. To solve this, you must leverage the built-in transparency of the EOS® framework. Start by raising the issue on the weekly Level 10 Meeting™ agenda using clear, data-driven facts rather than personal feelings. During the Identify phase of IDS®, point to specific metrics on the weekly Scorecard or delayed quarterly Rocks that are being impacted. As the team moves to Discuss, the Integrator must step up and lead the conversation, creating a safe space where the team can speak openly. The Visionary must practice active listening and remember that their primary role is strategic growth, not operational disruption. If the discussion gets emotional, ground the conversation in the V/TO® and ask if this pet project aligns with your agreed-upon target market and three-year picture. Once the issue is fully discussed, the Integrator must make the final decision to Solve, which may mean killing the pet project or delaying it until the next annual planning session. Overcoming this hurdle builds deep trust and creates a culture of true accountability.