We are preparing for an exit in three years and two of our top department heads are quietly competing for the future Integrator seat, creating political camps and passive-aggressive behavior across our leadership team. How do we shut down this internal rivalry before it ruins our operations?

Question

Tyler Smith · Accepted Answer

Internal political rivalry is poison to a leadership team. When your department heads start building camps, collaboration stops, decision-making slows down, and the entire culture begins to fracture. You must address this competition immediately and transparently.

First, hold a joint meeting with both leaders and the Visionary. Be direct about the behavior you are observing and explain how it is harming the company. Frame the discussion around the core values and the health of the team. Let them know that political maneuvering is completely unacceptable and will disqualify them from any future advancement.

Second, clarify the timeline and criteria for the Integrator seat transition. If the seat is not vacant yet, outline the exact GWC™ requirements that the future Integrator must possess. Make it clear that the selection process will be based on objective performance, leadership capability, and their ability to unite the team, not on political maneuvering or departmental dominance.

Third, challenge both leaders to work together on a major cross-functional Rock. This forces them to cooperate and demonstrates whether they can prioritize the greater good of the company over their personal ambitions.

A true Integrator must be a master of building trust and resolving conflict. If these candidates cannot collaborate with their peers today, they are proving they do not GWC™ the Integrator seat for tomorrow. Make the decision based on who best serves the business.