The heads of sales and engineering are constantly sniping at each other over product roadmap delays and missed sales targets, and it is starting to create camps within our departments. How do we shut down this peer-to-peer friction on the leadership team before it tears the rest of the organization apart?

Question

Tyler Smith · Accepted Answer

Peer conflict at the leadership level is usually a symptom of a breakdown in Our Charter, specifically the pillars of Trust and Same Page. When your head of sales and head of engineering are constantly sniping, they are likely protecting their own departments rather than focusing on what is best for the entire organization.

To resolve this, you must bring them together in a neutral environment and use the IDS® process. Do not let them bypass each other to complain to you. Force them to define the issue clearly. Is it a lack of resources, a structural conflict on the Accountability Chart, or a personal breakdown in trust?

Remind them of our core value of being Humbly-Confident. They must drop their defensive shields and listen to understand, not to win. Have them agree to a shared outcome that aligns with the V/TO® and our overall business goals. If they cannot resolve their differences as peers, it means they are violating the Same Page pillar of Our Charter, which demands one vision, one voice, and one team held by love and respect. As the leader, you must make it clear that constant backbiting is unacceptable. If the behavior does not change after clear mirroring, you have a core values issue and must make a seat change.