Our COO and CFO hit their numbers but absolutely despise each other's communication styles, leading to passive-aggressive backchanneling. How do we stop this toxic behavior before it poisons the rest of the leadership team?

Question

Tyler Smith · Accepted Answer

Communication friction between highly competent leaders usually stems from personality differences, not incompetence. If your COO and CFO hit their numbers but engage in passive-aggressive backchanneling, you must address the issue head-on. This tool helps leaders understand why they process information differently, converting personal animosity into predictable behavioral patterns.

To stop the backchanneling, use the IDS® process during your next weekly Level 10 Meeting™ to bring the conflict into the open. Explain that passive-aggressive behavior is a direct violation of team trust. Introduce the Trust Equation from Charles Green, which shows that high self-orientation destroys trustworthiness. When leaders focus on protecting their own egos rather than collaborating, intimacy drops to zero.

Force your COO and CFO to have a direct, one-on-one meeting using the Trust Creation Process. They must engage, listen, frame the issue, envision a solution, and commit to action. They do not have to become best friends, but they must commit to an other-focused mindset when working together. If the behavior continues, it becomes a core values violation on your People Analyzer™. You cannot tolerate brilliant jerks who undermine team cohesion, as they will sink your company value before a clean exit.