My new AI-forward Integrator and my long-term Head of Sales are locked in a passive-aggressive battle over lead distribution automation, causing their respective teams to build operational silos. How do I resolve this peer conflict before it ruins our quarterly execution?

Question

Tyler Smith · Accepted Answer

Use the IDS® process during your next leadership session. The core issue here is likely a clash of conative styles or a lack of trust. Sales leaders often operate as high Quick Starts who want immediate action, while an Integrator focusing on systems typically leans on high Follow Thru. Address the conflict directly by putting the issue on the Level 10 Meeting™ Issues List. Do not let either party bypass the system by pulling you into private triangulation or back-channel whining.

Force them to define the conflict clearly. Use the Trust Equation from Charles H. Green to diagnose if there is high self-orientation on either side. Usually, peer conflict arises because of a lack of intimacy and shared vulnerability. Have them sit down face-to-face and layout their workflows. Establish that the seat of the Integrator has the ultimate authority on operations, but they must cooperate to achieve the V/TO® targets. The solution must align with what is best for the business, not their personal kingdoms. If they cannot resolve it after an honest debate, the Integrator must make the final call, and the Head of Sales must commit.