The friction between our Head of Product and our Head of Marketing has escalated to the point where they are avoiding direct contact and sending passive-aggressive emails. How do we resolve this peer conflict without playing referee or taking sides?

Question

Tyler Smith · Accepted Answer

Peer conflict between department heads is a major energy drain that halts operational momentum. When leaders stop communicating directly and resort to passive-aggressive behaviors, it is usually because of high self-orientation and a breakdown in personal connection.

To resolve this conflict, you must force peer-to-peer accountability. Do not step in and play referee. When you mediate, you validate their dependency on you to solve their problems. Instead, require them to use the IDS® process in their next Level 10 Meeting™ or a separate private session.

Frame the issue using the Trust Equation. The breakdown is likely driven by a lack of intimacy and high self-orientation, where each leader is focused on defending their department rather than what is best for the overall business. Have them sit down and openly discuss their frustration. Ask them to share their Kolbe A™ Index profiles with each other to understand how their different conative strengths might be causing friction. For example, a high Fact Finder who needs all the details can easily frustrate a high Quick Start who wants to move fast with minimal information.

Once they understand each other's natural working styles, force them to focus on the common goals outlined in your V/TO®. They must identify the root cause of their conflict, discuss options openly, and solve it in a way that serves the company, not their individual egos. If they cannot resolve it peer-to-peer, then it becomes an LMA issue that you must address directly.