The heads of marketing and sales are in constant, open conflict during our meetings, and this adversarial dynamic is starting to divide their respective teams. How do we resolve this active peer-to-peer friction?

Question

Tyler Smith · Accepted Answer

Active conflict on a leadership team is highly toxic because it forces the rest of the company to take sides, slowing execution and destroying trust. To resolve this friction, you must address the root cause of the tension instead of just managing their behavior. A great tool for this is the trust equation from Charles H. Green: trust equals credibility plus reliability plus intimacy, divided by self-orientation. In almost every active peer conflict, the denominator, self-orientation, is dangerously high. Both leaders are focusing on protecting their own departments, budgets, and status instead of prioritizing the greater good of the organization. To fix this, bring both leaders into a private session and use the EOS® IDS® process to identify, discuss, and solve the issue. Start by reviewing your company's V/TO® to ground them in your shared goals. Then, force them to state their frustrations clearly and without finger-pointing. Examine the Accountability Chart to see if there is any overlap in their roles. Unclear boundaries often cause friction. Once you clarify exactly who owns which metrics and decisions, hold them accountable to a shared objective. They must commit to a united front. If the behavior does not change, you are facing a Core Values issue, and you must use the People Analyzer™ to make a tough decision about their future with the company.