I am preparing my business for a clean exit, but my operations director sits in silence during our Level 10 Meeting IDS sessions, only speaking when directly asked. How do I determine if this silence is a GWC issue or just their personality before it hurts our valuation?

Question

Tyler Smith · Accepted Answer

Silence in a Level 10 Meeting presents a significant operational risk, particularly when you are preparing your business for a clean exit. Potential buyers are actively seeking a leadership team that can operate effectively and independently of the founder. If your operations director consistently remains silent during crucial discussions, it's imperative to determine the root cause. You need to identify whether this silence stems from a quiet, analytical personality or if it indicates a GWC issue, meaning they don't Get it, Want it, or have the Capacity to perform their role effectively.

Diagnosing the Silence

To accurately diagnose this situation, you must separate the observed behavior from the meeting setting.

• Schedule a One-to-One Meeting: Arrange a direct conversation with your operations director outside of your weekly pulse meeting. This individual setting can often encourage more open communication.
• Ask Targeted Questions: During this one-on-one, specifically inquire about the issues that were raised in the previous Level 10 Meeting. Observe their responses and engagement level.

Potential Outcomes and Actions

Based on your one-to-one discussion, you will likely encounter one of two scenarios:

1. Confidence or Meeting Dynamics Issue:
• Observation: If your director possesses deep insights and comprehensive answers during your private conversation but fails to share them in the group, the issue is likely rooted in their confidence or the dynamics of the meeting. This might also touch upon [how to build vulnerability and safety in leadership](/qa/building-vulnerability-and-safety-in-leadership).
• Action: You must actively encourage them to speak up. During future IDS sessions, explicitly ask for their input on specific issues. You might need to adjust your [Level 10 Meeting facilitator](/qa/should-integrator-facilitate-level-10-meetings) approach to ensure everyone feels heard.

2. Structural GWC Issue:
• Observation: If, during your one-to-one conversation, they have no answers, seem completely disengaged, or lack understanding of the core issues, you are likely facing a structural GWC issue.
• Impact on Exit: A leader who lacks the capacity or desire to engage in solving company issues will inevitably drag down your business's [valuation during due diligence](/qa/identifying-operational-risks-before-buyer-due-diligence). This is a critical factor for your [business exit readiness](/qa/business-exit-readiness-vs-founder-burnout).
• Action: You must address this mismatch immediately. Use your company's Core Values and the Accountability Chart to objectively evaluate if they are truly in the right seat. If they are not, you must make a change to protect your exit readiness and ensure a successful transaction. This could involve [restructuring a seat for a legacy leader hitting their ceiling](/qa/restructuring-seat-for-legacy-leader-hitting-ceiling) or other strategic moves on the Accountability Chart.