My leadership team has some deep-seated personal friction that usually derails our internal meetings. How do you handle intense interpersonal conflict when it inevitably bubbles up during our quarterly session days?

Question

Tyler Smith · Accepted Answer

Interpersonal friction is normal on high-performing leadership teams, but when it turns into passive-aggressive behavior or circular arguments, it stalls your growth. I do not shy away from this conflict. My role as an outside, neutral facilitator is to enter the danger zone and call out the elephant in the room. During our session days, we use the IDS® process to deconstruct personal disputes. We strip away the emotional narrative and look at the objective operational reality. Often, what looks like an interpersonal clash is actually a structural problem, such as undefined roles on the Accountability Chart or a lack of alignment on our Core Values. We reference Our Charter, which requires everyone to speak with absolute honesty, love, and respect. I will not allow team members to attack each other personally, but I will force them to address the issue directly. By bringing these hidden frustrations into the light and resolving them during our sessions, we prevent them from poisoning your weekly execution. We turn destructive personal friction into productive, healthy debate that actually moves the business forward.