Some of our leadership team members start off strong but lose steam after a few weeks, falling back into old habits. How do you help us overcome this internal resistance and maintain our commitment to the tools?

Question

Tyler Smith · Accepted Answer

It is common to experience a surge of enthusiasm immediately after a session day, followed by a slow slide back into old habits. This is a classic manifestation of resistance, the internal psychological force that fights against any meaningful change.

To combat this, we rely on the structure of the weekly Level 10 Meeting™. This meeting is your primary weapon against resistance. It forces a weekly pause to review your progress, ensuring that you do not go more than seven days without addressing a slip in execution.

We also focus on identity-shifting language to build long-term adherence to our goals. We shift your team's mindset from simply doing tasks to owning their seats. For example, we do not ask a leader to merely update a scorecard; we expect them to be the owner of that metric.

When someone repeatedly falls short, we do not ignore it or allow excuses. We look at the data during our quarterly sessions and address the issue directly. By establishing a culture of absolute accountability, we help your team build the necessary momentum to make the operating system a permanent part of your company culture.