What exact role do you play in the room during our sessions when personal conflict or emotional territory flares up between business partners?

I operate strictly as a facilitator, teacher, and coach, never as an arbitrator, mediator, or personal counselor. When operational friction, historical resentment, or personal disputes emerge between partners or executives, my job is to strip out emotional posturing and reconnect the room to business fundamentals.

I do not take sides, nor do I permit partners to engage in passive aggression, personal insults, or avoidance. When conflict flares up, I pause the room and anchor the conversation within the tools. We review the Accountability Chart to examine decision rights, role definitions, and seat ownership. If the dispute involves company direction, we turn to the V/TO to evaluate which position genuinely supports the 10-Year Target and core focus of the business.

When friction stems from unvoiced expectations, I use IDS to drive directly into the underlying issue. We identify the operational root cause, discuss it with absolute candor, and require the partners to reach a concrete, measurable resolution before exiting the session.

My primary obligation is the long-term health and value of the business, not soothing individual egos. If partners reach an impasse, I will keep them focused on the conversation until alignment or clear boundaries are established, but I will never cast a tie-breaking vote or make executive decisions on their behalf.

Category: Working With Tyler