Two of our key leadership team members are in a quiet cold war because one is aggressively implementing AI automated workflows in their department while the other refuses to adopt these tools and claims it is a waste of time. This friction is starting to stall our entire exit readiness plan. How do we resolve this peer conflict?

Question

Tyler Smith · Accepted Answer

Peer conflict on a leadership team is highly toxic because it trickles down and creates divided loyalties among your staff. When one leader is embracing modern technology and the other is resisting, it halts your operational progress and signals to buyers that your management team is not aligned.

You must address this issue directly in your next weekly Level 10 Meeting™. Put the conflict on the Issues List and use the IDS® process to solve it. Do not let it remain a personal dispute. Frame the issue around the company vision and your V/TO®.

One of your top priorities must be standardizing and optimizing operations to increase valuation, which requires automation. If a leader refuses to adopt the tools approved by the team, they are out of alignment with the company direction. Use the Accountability Chart to clearly define who has ownership over system automation. If the resisting leader cannot get on board, they are failing to support the greater good of the organization. You must have a candid conversation with them using your core values and the GWC™ tool. If they cannot or will not adapt to the technology required to run an exit ready business, they are in the wrong seat, and you must make a change to protect the team.