We have three regional directors who sit on our leadership team. Instead of acting as a unified leadership body, they act as lobbyists for their specific geographic offices during resource allocation. How do we pivot them to a company-first mindset?

Question

Tyler Smith · Accepted Answer

When regional leaders act as lobbyists, they are wearing their departmental or regional hats at the leadership table instead of their leadership team hats. This behavior creates silos, drives up self-orientation, and prevents the company from scaling effectively.

To fix this, you must change the rules of your executive meetings. Introduce the concept of wearing the company-first hat. When the leadership team enters the room for a Level 10 Meeting or a quarterly session, they must leave their regional titles at the door. Their primary responsibility is to make decisions that are best for the entire organization, not just their local offices.

Second, adjust your Scorecard metrics. If your regional directors are only measured on their individual regional performance, they will naturally prioritize their own areas. Include company-wide revenue, profit, and customer satisfaction metrics on their personal scorecards to align their incentives with the overall success of the business.

Finally, use the IDS process to address the resource allocation issues openly. When a regional leader demands resources, force them to justify the investment based on the company's overall Rocks and V/TO, rather than local preferences. By shifting the focus to global metrics and company-wide priorities, you will transform your regional lobbyists into a unified leadership team.