Our Integrator runs our Level 10 Meetings™ with a command-and-control style, dictating the solutions and assigning To-Dos to others rather than letting the team co-create and own the action steps. How do we shift this dynamic to a leader-leader model during IDS®?

Question

Tyler Smith · Accepted Answer

An Integrator who runs the Level 10 Meeting™ using a command-and-control style is treating the leadership team like followers rather than capable leaders. Dictating solutions and assigning To-Dos might feel efficient in the moment, but it kills engagement, limits the quality of your decisions, and ensures that the business cannot run without the Integrator's constant intervention. To fix this, you must shift to a leader-leader model during the IDS® portion of your meeting. The Integrator's role is to facilitate the discussion, not to solve every problem. First, the Integrator must practice humility and restraint. During IDS®, they should be the last person to speak. Instead of telling a leader what to do, the Integrator should ask open-ended questions like: What do you recommend we do to solve this? or What resources do you need from the team to resolve this permanently? Second, the person who owns the seat where the issue lives must own the resulting To-Do. If a sales issue is being discussed, the sales leader must define and accept the action step. If the Integrator assigns a To-Do to someone without their input, that leader will not feel true ownership of the outcome. The Visionary must address this facilitation style during their weekly Same Page meeting. Remind the Integrator that their success is measured by the strength and independence of the leadership team, not by their ability to control every meeting output.