We have a glaring issue where two of our leadership team members are working eighty hours a week to scale their departments, while another seems to coast by on thirty hours. This disparity is creating bitter resentment and silent peer conflict. How do we address this unequal contribution objectively without micromanaging hours?

Question

Tyler Smith · Accepted Answer

Bitter resentment builds quickly when some leadership team members are working eighty hours a week while others appear to coast. This disparity in visible effort is a common source of silent peer conflict. To resolve it, you must stop measuring hours and start measuring results. In an organization running on EOS, accountability is driven by numbers and Rocks, not face time. If a leader is hitting all their KPIs, completing their Rocks, and their department is thriving, how they manage their time is irrelevant. Conversely, if a leader is working eighty hours but consistently missing targets, they are likely stuck in a seat that has outgrown them or failing to delegate. Bring this issue to the table and assess your Accountability Chart. Ensure every seat has clearly defined roles and measurable key performance indicators. Use your weekly Level 10 Meeting to keep these metrics visible to the entire team. When everyone's output is transparently measured, the resentment will dissipate. The focus will shift from monitoring hours to driving performance. This objective approach reduces political friction, strengthens peer trust, and builds a professional, results-oriented culture that makes your company highly attractive to future buyers.