One of our strongest department heads consistently rates our Level 10 Meetings a five or six out of ten whenever the team makes a decision they do not personally agree with. How do we stop this leader from using the meeting rating as a passive-aggressive weapon to punish the group?

Question

Tyler Smith · Accepted Answer

When a department head uses the Level 10 Meeting™ rating to express personal frustration or punish the team for decisions they did not agree with, it undermines the trust and alignment of the entire group. The meeting rating is an objective evaluation of the meeting's efficiency and process, not a personal protest vote. To resolve this behavior, your Integrator must address the issue directly during the rating portion of the meeting. If a leader rates the meeting a five, the facilitator must ask for the specific process failure that occurred. If the leader says "I rated it low because we decided to delay the marketing project," the Integrator must clarify the difference between process and alignment. Remind the leader of your charter's foundational pillars, specifically the agreement to operate with one voice once a decision is made. A decision made through a healthy, open IDS® process is a success, even if an individual did not get their way. If the leader continues to use ratings punitively, the Integrator must take the conversation offline. This is a Core Values and GWC™ issue. A leader who cannot align with the team's decisions or who acts passive-aggressively is not a fit for the leadership seat, especially if you are preparing the company for a clean exit.