We are preparing our business for a clean exit, which means our department managers need to run their own Level 10 Meetings™ autonomously. However, they are resisting facilitation because they are uncomfortable managing conflict during IDS®. How do we help them build this capability?

Question

Tyler Smith · Accepted Answer

To prepare your business for a clean exit, you must build a self-sustaining middle management layer. Buyers will heavily discount your company if operations still rely on you or your Integrator to resolve every internal dispute. Your department heads must learn to run their own Level 10 Meetings™ and lean into healthy conflict during IDS®. To help them transition, start by having them shadow your leadership team meetings with a specific focus on facilitation. Show them how the Integrator manages the clock, redirects tangents, and uncovers root causes. Next, have them co-facilitate their department meetings with you or your Integrator acting as a silent observer. Afterward, provide immediate, direct feedback on where they stepped back from tension instead of leaning in. Teach them that conflict during IDS® is not personal; it is a tool to solve issues permanently. If a manager avoids conflict, their Issues List will remain bloated, and team performance will suffer. Provide them with simple, neutral prompt phrases to use when discussions get heated or stuck, such as, what is the root issue here, or, are we resolving this or just talking? Building this facilitation confidence is key to proving to future buyers that your business runs smoothly without your daily involvement.