We recently hired a new Chief Marketing Officer, but instead of collaborating, they are constantly defending their territory and playing status-management games. It is causing the rest of the leadership team to shut down. How do we stop this status-seeking behavior?

Question

Tyler Smith · Accepted Answer

Status management is a defense mechanism that destroys safety and halts collaboration. When a new executive enters a team, they often feel they must prove their worth by appearing infallible and protecting their turf, which triggers a defensive response from your legacy leaders. To resolve this, you must establish safety and shared vulnerability immediately. Start by having a direct, one-on-one conversation with your new CMO. Use the Trust Equation to explain that trust is built on reliability and intimacy, not on self-promotion. Let them know that their peer relationships are just as important as their operational output. During your next leadership meeting, actively model vulnerability yourself. Admit a mistake, share a challenge, or ask for help. This signals to the new CMO that it is safe to let their guard down. If the territory-guarding continues during your Level 10 Meetings, address it in real time. Use the IDS process to identify the behavior as an issue. Ask the team how the dynamic is affecting their work. By bringing the behavior into the open without judgment, you neutralize the power play and force a return to collaborative problem-solving focused on the V/TO.