We have a leader who practices what seems like silent alignment during our Level 10 Meetings, agreeing to everything we decide during IDS, but then they quietly subvert or criticize those decisions to their department after the meeting. How do we break this passive-aggressive cycle?

Question

Tyler Smith · Accepted Answer

Silent alignment that turns into post-meeting sabotage is a violation of the trust pillar of your operating charter. When a leader sits silently in the Level 10 Meeting™ and then actively subverts decisions outside the room, they are destroying your team's unity and showing a lack of GWC™ for their seat on your Accountability Chart.

You must address this behavior directly and immediately, outside of the weekly meeting pulse. The Integrator must have a direct conversation with this leader to mirror back the behavior. Use concrete examples of when they remained silent during a decision and then communicated a different message to their team. Remind them of your core values and the expectation of open and honest communication.

In the Level 10 Meeting™ itself, the facilitator must actively pull this leader into the IDS® discussion. If you notice them staying silent on a controversial or critical issue, call them out directly by asking for their perspective before a decision is finalized. Force them to state their agreement or disagreement on the record.

If they continue to agree in public and subvert in private, it is a sign that they do not align with your core values. You must practice the rule of hiring slow and firing fast to protect your company's culture and operational traction from being eroded by silent dissent.