We have a highly competent leadership team member who does their job well but remains a complete passenger during our Level 10 Meetings, never adding issues to the list and rarely contributing to IDS unless directly prompted. How do we transition this silent contributor into an active, vocal participant in our weekly problem-solving?

Question

Tyler Smith · Accepted Answer

A leadership team member who remains silent during the Level 10 Meeting is failing to fully own their seat on the Accountability Chart. In a healthy EOS culture, leadership is a team sport. If a leader sits in silence while other departments are struggling, they are treating the rest of the business as if it is not their problem, which breeds a dangerous silo mentality.

To resolve this, you must have a direct conversation outside of the meeting. The Integrator should meet with this individual during a scheduled one-on-one and address the behavior using the GWC framework. Do they truly get, want, and have the capacity to contribute to the collective leadership of the company? Explain that their unique operational perspective is highly valuable and that silence is actually a disservice to the team.

During the next Level 10 Meeting, the facilitator should actively pull this leader into the IDS process. If the team is discussing a complex operational issue, the facilitator should look directly at them and ask: Based on your seat, what do you see as the root cause here? Or how would your team be affected by this solution? Over time, this deliberate prompting, combined with clear expectations, will build their confidence and break their habit of sitting on the sidelines.