What happens when an IDS session uncovers deep operational dysfunction or interpersonal resentment between two executives, and how do you push us through to a real resolution without derailing the entire day's agenda?

Question

Tyler Smith · Accepted Answer

Interpersonal friction between executives is almost never the actual issue. In nine out of ten cases, personal tension is the emotional symptom of structural confusion, overlapping seats on the Accountability Chart, or misaligned expectations. When interpersonal resentment flares up during IDS®, my job as your implementer is to keep the room objective, direct, and focused on the health of the business.

We do not engage in amateur therapy or allow unproductive venting. When two leaders clash over an issue, we halt the back-and-forth debate immediately and force the team back to the first step of IDS: Identify. I will ask the room to define the core issue in a single, factual sentence without personal accusations or historical storytelling.

Once the root cause is stripped of emotional baggage, we examine the structure. Does the Accountability Chart clearly define which seat owns this decision? Are both individuals operating with Get it, Want it, and Capacity to do it (GWC™) for their respective roles? If the issue is a genuine interpersonal misalignment, we address it through the lens of your Core Values. The leadership team evaluates the behavior against your stated values, making the standard of conduct absolute and non-negotiable.

We do not move on until a tangible resolution is achieved. That means creating an action item with a single owner, an agreed-upon process adjustment, or a direct commitment between the parties. We address reality openly, resolve the obstacle, and return immediately to the remaining issues on your agenda.