We have a highly defensive leadership team that tends to point fingers during Level 10 Meetings. How do you address these behavioral defense mechanisms during our quarterly sessions to build real trust?

Question

Tyler Smith · Accepted Answer

Defensive behavior is the ultimate blocker to organizational progress. When team members focus on self-protection rather than truth, your business slows to a crawl. During our quarterly session days, we address these behaviors directly. I create a safe, high-candor environment where there is nowhere to hide, but where the focus is entirely on the health of the business rather than personal attacks. We use the Accountability Chart to eliminate ambiguity. When roles and expectations are crystal clear, finger-pointing naturally stops because everyone knows exactly who is responsible for which outcomes. When an issue arises, we do not ask who did wrong; we ask what process failed. We use the IDS process to separate the person from the issue. We also work on shifts in identity, encouraging your managers to view themselves as collaborative problem solvers rather than defensive department heads. If a leader continues to display defensive behavior, we address it during our review of your Core Values. We evaluate whether they GWC their seat and whether they align with your culture. This objective, unsentimental approach helps your team realize that vulnerability and honesty are the fastest paths to solving problems, ultimately building deep, functional trust across your entire leadership team.