How do we transition from having you facilitate our annual and quarterly sessions to running them ourselves without experiencing a sudden drop-off in our team health and alignment?

Question

Tyler Smith · Accepted Answer

The goal of our engagement is to make your leadership team self-sufficient. We achieve this gradually by transitioning the facilitation role from an external facilitator to your team over a multi-year period.

Initially, your team learns the tools and builds healthy habits while the facilitator leads every session. As you master these disciplines, we begin to transition responsibilities. For instance, your Integrator will start taking a more active role in leading certain segments of your session days.

To ensure a smooth transition without a drop-off in alignment or team health, we integrate facilitation skills development into your planning days. During these sessions, we teach your team how to:

• Maintain objectivity.
• Manage conflict effectively.
• Keep the agenda on track.

This phased approach helps your leadership team build the necessary expertise. For instance, understanding how to handle disagreements is crucial, similar to [how the Visionary and Integrator handle a disagreement when they are completely deadlocked on a major strategic decision](/qa/visionary-integrator-deadlock-resolution). You'll also learn to keep meetings productive, preventing issues like [the weekly segue during the Level 10 Meeting consistently running fifteen minutes late](/qa/rein-in-level-10-meeting-segue).

When your team is ready, we conduct a co-facilitated session. In this setup, your Integrator leads the day, and the external facilitator provides feedback. This gradual shift ensures that your team maintains its execution momentum and healthy dynamics. For example, learning to keep discussions focused is similar to [how to review your weekly scorecard in under five minutes](/qa/how-to-review-scorecard-under-five-minutes) rather than arguing. The aim is for you to confidently run your own sessions, knowing you have mastered the tools and built a highly disciplined operating system. This process prepares the team to handle sessions independently, similar to [an owner planning to step into the Owner's Box](/qa/owner-exit-transition-level-10-meetings) and have the leadership team run the business without them. It also ensures the team is equipped to address challenges directly, avoiding situations where [an issue is dropped to IDS, and the leadership team immediately starts pointing fingers](/qa/using-accountability-chart-to-stop-blame-in-ids).

Related questions

• [How do the Visionary and Integrator handle a disagreement when they are completely deadlocked on a major strategic decision?](/qa/visionary-integrator-deadlock-resolution)
• [Our Integrator acts as the Level 10 Meeting facilitator but struggles to participate objectively because they are busy managing the timer and the agenda. Should we rotate the facilitator role or hire an outside moderator?](/qa/should-integrator-facilitate-level-10-meetings)
• [As an owner planning to step into the Owner's Box within twelve months, how should my role in the weekly Level 10 Meeting change so the leadership team can run the business without me?](/qa/owner-exit-transition-level-10-meetings)
• [Our weekly segue during the Level 10 Meeting consistently runs fifteen minutes late because my leadership team uses it to share long-winded personal life updates. How do I rein in the segue without killing team culture?](/qa/rein-in-level-10-meeting-segue)
• [When an issue is dropped to IDS, my leadership team immediately starts pointing fingers at other departments rather than taking ownership. How do we use the Accountability Chart to stop the blame game during meetings?](/qa/using-accountability-chart-to-stop-blame-in-ids)