Two of my executives have developed deep personal friction and openly criticize each other's departments, poisoning the rest of the leadership team. How do we break this toxic dynamic and force them into healthy ideological conflict around the business?

Question

Tyler Smith · Accepted Answer

Personal friction occurs when accountability is ambiguous and vulnerability is absent. When leaders attack each other rather than the problem, they are protecting territory. Cracks at the leadership level become canyons to the rest of the company, and this behavior will paralyze your frontline staff if left unchecked.

First, isolate the root cause using the Accountability Chart. Nine times out of ten, interpersonal combat stems from overlapping seats or unclear decision rights. Bring both executives into a room with the Integrator. Walk through their five major roles line by line. Clearly define who owns the final say on the shared handoffs where friction occurs.

Second, institute a strict ground rule during your Level 10 Meeting: critique ideas and processes, never character or intent. When a dispute arises, force them to use IDS (Identify, Discuss, and Solve). Frame the issue around the company Vision/Traction Organizer (V/TO) and Scorecard measurables, not personal feelings.

Third, address their individual behavior privately. Have a direct People Analyzer conversation with each of them. Explain that building a healthy, cohesive team requires vulnerability-based trust. If either leader cannot disagree openly in the room and commit 100 percent to the final decision outside of it, they do not fit your core values. Give them thirty days to correct the dynamic. If the passive-aggressive sniping continues, replace the person unwilling to put the enterprise first.