My VP of Sales and VP of Operations agree to quarterly goals in our Level 10 Meetings™, but then go back to their departments and complain about each other, creating a toxic us versus them dynamic. How do we stop this back-channel conflict?

Question

Tyler Smith · Accepted Answer

When leaders align in the room but dissent in the hallway, it is a sign of artificial harmony. They are managing status and protecting their own territory rather than being vulnerable. This behavior destroys team trust and filters down to the front lines, creating departmental silos.

To resolve this, you must enforce the rule of entering the danger zone. In your next Level 10 Meeting™, put this exact behavior on the IDS® agenda. Frame the issue not as a personal clash, but as an organizational threat. Tell them that once a decision is made in the room, everyone must support it with one voice outside the room.

Use the Trust Equation framework. This conflict is usually driven by high self orientation, where each leader is focused on making their own department look good instead of what is best for the overall business. Have them sit down one on one to build personal connection and address the friction points.

If the behavior continues, it becomes a core values issue. A leader who back channels is actively undermining the leadership team and does not fit your culture. You must make it clear that maintaining a unified front is a non negotiable requirement for holding a seat on the leadership team.