Two of our key leaders are constantly having passive-aggressive disagreements in our Level 10 Meeting™ sessions, and it is starting to create siloed behavior among their direct reports. How do we use the IDS® process to force them to resolve this friction directly instead of letting it rot the organization?

Question

Tyler Smith · Accepted Answer

Peer conflict on a leadership team is highly toxic because it filters down and creates deep divisions across your entire operation. To break this cycle, you must stop allowing them to bypass each other and force them to address their issues head-on during your structured meetings.

Put the conflict directly on your Level 10 Meeting™ issues list. Do not let them discuss it in hallways or through email. Use the IDS® process to tackle it. First, identify the root cause of the friction. Is it a lack of clear ownership on the Accountability Chart, or is it a personal trust issue?

Force both leaders to state their perspectives clearly and without emotion. As the team works to identify, discuss, and solve the issue, hold them to the standard of vulnerability and mutual respect. Refer to the principles of building a cohesive, functional, and healthy leadership team.

If the issue is structural, update your Accountability Chart immediately to eliminate overlapping responsibilities. If the issue is behavioral, they must agree on a clear action step to resolve their differences. If they cannot resolve it as peers, the Integrator must step in and make the call. Do not tolerate passive-aggressive behavior; make it clear that alignment is non-negotiable once a decision is made.