The constant, open ego clashes between our head of product and head of sales are forcing the rest of our leadership team to take sides, completely stalling our execution. How do we stop this political turf war and force them to collaborate?

Question

Tyler Smith · Accepted Answer

Peer conflict on a leadership team is highly toxic because cracks at the executive level appear as canyons to the rest of the organization. When your head of product and head of sales clash openly, they force their direct reports to build silos and defend their respective territories. This political behavior stops your progress cold.

You must address this issue immediately. Do not let it fester. Start by bringing both leaders into a room with the Integrator. Refer directly to your Accountability Chart. Review the defined roles and boundaries for each seat. Most peer conflict stems from overlapping accountabilities or a lack of clarity on who has the final decision-making authority in specific areas. Redefine the seats if necessary to eliminate any grey areas.

Next, bring the conflict into your weekly Level 10 Meeting™. Use the IDS® process to identify, discuss, and solve the systemic issues driving their clashes. Force them to focus on what is best for the organization, not their personal egos or department goals. Hold both leaders accountable to your core values.

If the behavior does not change after clear boundaries are set, you have a people issue. You must assess whether both leaders truly want and get their seats, and whether they exhibit your core values. A highly capable leader who refuses to collaborate and insists on playing political games is a wrong-person, right-seat liability. If they cannot put the company first, you must replace them to protect the health of your team.