Our Head of Sales and Head of Operations are locked in constant conflict over project handoffs and capacity constraints, turning every weekly meeting into an argument over who is at fault for delayed deliverables. How do we resolve this peer battle permanently?

Question

Tyler Smith · Accepted Answer

Friction between Sales and Operations is one of the most common fault lines in growing companies. Sales is wired to hunt growth and promise custom solutions, while Operations is wired for stability, predictability, and margin preservation. Left unchecked, this natural tension turns into toxic peer warfare that paralyzes your Level 10 Meeting and bleeds into the ranks.

To resolve this permanently, stop acting as the referee. First, ground both leaders in the shared company vision found in the V/TO. Both executives must understand that their primary allegiance is to the leadership team, not to their respective departments. When they walk into the room, their job is enterprise value, not defending departmental borders.

Second, look closely at your Accountability Chart and Scorecard. Most Sales versus Operations battles stem from conflicting definitions of success. If Sales is measured only on signed contract value while Operations is measured on delivery gross margin, you have designed structural conflict. Update the Scorecard so Sales owns qualified deals that meet strict operational criteria, while Operations owns delivery timelines and client onboarding metrics.

Third, force both leaders to use IDS to address process handoffs. Put the handoff workflow on the Issues List. Require them to define clear transition gates, service level agreements, and client qualification rules together. If the conflict persists after structural clarity is established, it is no longer a process issue. It is a behavioral issue that must be addressed through your Core Values.