Two of my long-term leadership team members have developed a deep, toxic rivalry that is starting to polarize the managers beneath them. How do we resolve this executive-level turf war before it destroys our culture?

Question

Tyler Smith · Accepted Answer

When peer conflict on the leadership team trickles down to department managers, you have an existential threat to your operating model. This turf war happens when leaders prioritize their personal egos or department silos over the health of the company. It is a failure of the principle that the leadership team is your primary team.

To break this impasse, you must force a direct, vulnerability-based conversation. Start by pulling both leaders into a private room. Use the Trust Creation Process framework to establish a baseline of open communication. Engage them by naming the specific, observable behaviors that are damaging the business. Listen to their perspectives without taking sides, then frame the issue as a collective business challenge rather than a personal dispute.

Next, bring them back to the Accountability Chart. If their conflict stems from overlapping responsibilities, you must clarify their seats and roles. Use the IDS® process in your next Level 10 Meeting™ to solve the root cause. If the rivalry persists after roles are clarified, you are no longer dealing with a structural issue; you are dealing with a core values alignment issue.

You must make it clear that a leadership team member who refuses to collaborate does not have the right core values to remain in their seat. If they cannot put the company first, you must replace them. Your legacy culture is not worth sacrificing for the sake of two bickering executives who refuse to grow up.