There is deep, unspoken resentment and passive-aggressive behavior between our operations director and sales director, but they never argue openly. How do we surface and resolve this invisible peer conflict before it fractures our leadership team?

Question

Tyler Smith · Accepted Answer

Silent friction is far more dangerous than open conflict. When leadership team members resort to passive-aggressive behavior, it creates departmental silos and slows down decision-making. As the leader, you cannot let this fester. You must bring this invisible conflict into the light. Start by addressing it during your next Level 10 Meeting™ or a dedicated leadership team session. Put the issue on the IDS® list. Frame the problem objectively, focusing on the impact their behavior is having on the organization rather than taking sides. Force them to state their frustrations directly in front of the team. Use the five dysfunctions model to explain how a lack of trust and fear of conflict are undermining the team. If the issue is deep-seated, schedule a three-way alignment meeting with you, the operations director, and the sales director. Have each of them answer three questions about the other, including what they need from them, what is not working, and where they are aligned. Often, passive-aggressive behavior stems from a lack of clarity in their respective seats on the Accountability Chart. Review their roles and make sure there are no overlapping responsibilities. By forcing them to communicate directly and clarifying their boundaries, you remove the ambiguity that feeds resentment, restoring trust and keeping your leadership team functional and cohesive.