We suspect one of our leadership team members does not GWC their seat, but this structural issue is so sensitive that the team keeps passing over it on the weekly Issues List during our Level 10 Meeting. How do we force this critical Accountability Chart issue into IDS without destroying trust in the room?

Question

Tyler Smith · Accepted Answer

When a leadership team member does not get, want, or have the capacity to do their job, it is the ultimate elephant in the room. Passing over this issue during your weekly Level 10 Meeting because it is uncomfortable is a major failure of trust and team health. You cannot build a high-performing company if you tolerate weak seats. To address this without destroying trust, you must handle the issue with deep professional respect and strict adherence to your accountability chart. First, understand that a weekly Level 10 Meeting is generally not the place for a raw, emotional performance review of a leadership peer. If a leader does not GWC their seat, the Integrator must first address this directly in a private one-on-one meeting using your company core values and role definitions as a guide. However, if the operational bottlenecks caused by this weak seat are affecting the entire team, the issue must be put on the leadership issues list. Phrase the issue structurally, not personally. Focus on the accountability chart roles that are failing to produce results, rather than attacking the individual. During IDS, the Integrator must guide the discussion to focus on the objective metrics and outcomes of that seat. If the individual cannot fulfill the roles, the team must agree on a plan to transition them out of the seat. True trust is built when a team solves hard problems with honesty and love, not by ignoring them.