During our quarterly offsites, the leadership team agrees to our Rocks and V/TO® goals, but as soon as we return to the office, individual leaders quietly change the priorities for their departments, eroding our alignment. How do we stop this post-offsite execution drift?

Question

Tyler Smith · Accepted Answer

Post-offsite drift is a failure of leadership team alignment and a lack of accountability. When leaders nod in agreement during a session but act differently afterward, they are practicing artificial harmony. To stop this, you must implement a strict post-offsite routine.

First, ensure that at the end of your quarterly offsite, every leader commits to their Rocks in front of the entire team. There should be zero ambiguity. Second, use the Level 10 Meeting™ structure to keep everyone accountable.

During the very first weekly Level 10 Meeting™ after the offsite, each leader must report on the status of their Rocks. If a leader starts redirecting their department's focus away from the agreed-upon Rocks, this must be called out immediately and placed on the IDS® list. Address it openly.

Ask why the shift is happening. If market conditions have changed, discuss it as a team. If it is simply a matter of a leader pursuing their own agenda, use the LMA framework to address the behavior. Remind them that a healthy leadership team must stand united on the company's priorities. If they cannot support the decisions made during the offsite, they are violating your core values and damaging the trust of the entire organization.