Our technology director and our operations director refuse to work together directly and instead spend their week lobbying me separately to side with their respective software choices. How do I shut down this triangulation and force them to resolve their peer conflict on their own?

Question

Tyler Smith · Accepted Answer

Triangulation is a leadership team killer. When you allow your directors to bypass each other and use you as a sounding board or referee, you are enabling weak leadership and slowing down your operations. Cracks at the leadership level appear as canyons to the rest of the organization, and this silent conflict is likely paralyzing their departments.

The solution is simple but requires absolute discipline from you. The next time one of these directors comes to your office to complain about the other or lobby for their software, stop them immediately. Ask if they have discussed this directly with their peer. If they have not, end the conversation and tell them to schedule a meeting with each other.

If they have tried and failed to resolve it, instruct them to bring the issue to the leadership team's next weekly Level 10 Meeting™. There, you will put it on the IDS® portion of the agenda. Do not solve it for them. Force them to present their arguments in front of the entire leadership team, using data and our V/TO® goals to guide the decision.

By forcing them to engage in healthy, direct conflict, you teach them to collaborate. If they continue to triangulate or play political games, you must evaluate if they truly fit your core values or GWC™ their seats. A healthy, cohesive leadership team has no room for politics.