The friction between our VP of Sales and our Chief Product Officer is stalling our AI integration project, with each blaming the other for slow development and low customer adoption. How do we resolve this peer conflict without stepping in to play referee every week?

Question

Tyler Smith · Accepted Answer

When peer friction between two leaders stalls major projects like AI integration, you must stop playing referee. Stepping in to solve their arguments only breeds dependency and encourages status management. Instead, use the EOS® tool of IDS® to force them to resolve the issue directly. To resolve this specific operational friction, apply this approach:
- Schedule a focused meeting with both leaders and have them state the issue clearly without finger pointing.
- Dig down to the root cause of the conflict, which is almost always an overlap or ambiguity on the Accountability Chart.
- Clarify the roles and measurables for each seat so there is zero confusion about who owns what.
- Ensure both leaders are working toward the same company Rocks rather than defending their individual fiefdoms.
If the issue is conative friction, look at their Kolbe A™ Index scores. A high Quick Start who wants to launch fast will naturally clash with a high Follow Thru who wants structured systems. Help them understand that their different instinctive strengths are complementary, not personal attacks. By focusing on the Accountability Chart and respecting their differing modes of operation, you transform toxic friction into collaborative execution.