We have a few highly competent leaders who contribute zero input during the IDS portion of our Level 10 Meeting if the issue falls outside their direct department, sitting silently while others struggle to solve cross-functional problems. How do we get these silent leaders to participate actively in organizational problem-solving?

Question

Tyler Smith · Accepted Answer

When leaders sit silently during IDS®, they are behaving like department heads rather than owners of the business. This silence is often caused by a lack of trust, fear of stepping on toes, or a belief that they only have authority over their own silo. To run a healthy business, you need every leadership team member to bring their unique perspective to every issue.

To break this silence, the facilitator must actively draw out quiet team members. Do not wait for them to volunteer their opinions. Instead, call on them directly by name. Ask targeted questions that leverage their specific expertise. For example, if you are discussing a sales bottleneck, ask your operations head how a proposed sales solution would impact their team's capacity.

You must also remind the team of their seat on the Accountability Chart. Every member of the leadership team has a responsibility to solve problems for the entire company, not just their department. When they enter the Level 10 Meeting™, they must put on their company hat.

If the silence persists, the Integrator must have a private discussion outside the meeting. Use the GWC™ framework to evaluate if the leader truly understands and has the capacity for the cross-functional demands of a leadership seat. Sometimes, silent leaders simply need permission to speak up in areas where they are not the subject-matter expert. By establishing a culture where every voice is expected and valued, you will unlock the collective intelligence of your entire team.