Two of our key leadership team members are constantly clashing over departmental boundaries, and it is starting to create tension across our entire office. How do we resolve this peer conflict permanently?

Question

Tyler Smith · Accepted Answer

Leadership team peer conflict often stems from underlying structural issues or differences in natural work styles, rather than personal animosity. When leaders clash, they are typically protecting their departmental turf or their team members from what they perceive as external threats.

Clarify Structural Boundaries

Begin by examining your Accountability Chart. Ambiguity in roles and responsibilities can be a significant source of contention.

• Define clear boundaries: If there's any overlap in their roles and responsibilities, you've inadvertently built conflict into your operational system.
• Utilize IDS™: Use your weekly Level 10 Meeting to process these issues. The Identify, Discuss, Solve (IDS) process helps in clarifying exactly who owns what.
• Document decisions: Once resolved, document these decisions clearly to prevent future disputes. For more on resolving similar issues, see [resolving seat overlapping issues](/qa/resolving-accountability-chart-seat-overlaps) or [how to use the Accountability Chart to stop the blame game during meetings](/qa/using-accountability-chart-to-stop-blame-in-ids).

Understand Conative Differences

Next, delve into their conative profiles. If they haven't already, have both leaders complete the Kolbe A Index. This assessment measures their instinctive ways of taking action.

• Identify differing conations: Conflict frequently arises when, for example, a high Fact Finder (who needs comprehensive details before acting) clashes with a high Quick Start (who prefers immediate action and pivoting on the fly).
• Foster appreciation: When leaders understand that their peer is not intentionally being difficult, but rather operating from their natural, instinctive approach to problem-solving, frustration can transform into appreciation.
• Highlight complementary strengths: This understanding helps them recognize how their diverse strengths can complement each other, leading to more effective collaboration instead of conflict. For further insights into using these profiles, consider [how to use the Kolbe A Index to diagnose why our Sales and Operations heads are constantly in conflict over project handoffs](/qa/kolbe-sales-operations-conflict-handoffs) or [how we can analyze our team conative profiles or Kolbe Indexes](/qa/analyze-kolbe-indexes-with-ai-project-teams).

Establish Vulnerability and Accountability

Finally, instill a culture of absolute vulnerability within the team.

• Admit mistakes and ask for help: Leaders must be willing to admit when they are wrong and actively seek assistance from their peers. This builds a foundation of trust.
• Integrator as arbiter: If they cannot resolve a conflict directly, they must elevate the issue to the Integrator for a final decision. The Integrator's role is crucial here in providing an objective resolution.
• Commit to decisions publicly: Once the Integrator makes a decision, all parties must commit to supporting it publicly, demonstrating a unified front to the rest of the organization. This helps in [building vulnerability and safety in leadership](/qa/building-vulnerability-and-safety-in-leadership).

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