Two key executives on our leadership team are locked in a quiet turf war that is dividing their departments into rival camps, but they act cordial in our Level 10 Meetings. How do we dismantle this passive-aggressive feud and force genuine collaboration?

Question

Tyler Smith · Accepted Answer

When department heads act polite in the boardroom but wage proxy wars through their direct reports, the entire company suffers. Cracks at the leadership table always become canyons to the rest of the organization. You must drag this dynamic into the daylight immediately.

First, name the behavior directly during the IDS portion of your Level 10 Meeting. Do not allow them to hide behind general operational friction. Point out the specific symptoms: cross-department finger-pointing, stalled handoffs, and frontline staff taking sides. Make the health of their working relationship the primary Issue on the table.

Second, enforce the first-team principle. Every leader at the table must understand that their primary loyalty belongs to the leadership team, not to their functional department. When an executive fights to protect their departmental territory at the expense of enterprise Traction, they are failing the company.

Third, review the Accountability Chart together to eliminate ambiguity. Turf wars thrive in gray areas where accountabilities overlap. Clarify the five major roles for each seat so decision rights are indisputable.

Finally, require both leaders to resolve operational disputes directly with each other within 24 hours rather than lobbying other executives. If the passive-aggressive behavior continues after expectations are established, you are dealing with an ego problem. One or both lack the core values required to sit at the leadership table, and you must replace them.