Two of my top leaders on the leadership team have a history of personal friction that predates our EOS adoption, and they simply avoid interacting with each other outside of formal meetings. How do we resolve this passive avoidance before it creates deep silos in the departments they run?

Question

Tyler Smith · Accepted Answer

Passive avoidance on a leadership team is just as destructive as open warfare. When two leaders refuse to communicate directly, their departments emulate that behavior, creating functional silos that paralyze your operations. Cracks at the leadership level always appear as massive canyons to the rest of the organization.

To break this deadlock, you must address the issue head-on using the IDS® process. Bring both leaders into a private meeting with the Integrator. This is not a session to litigate past grievances, but to establish clear expectations for future behavior.

First, review your Core Values. Remind them that functional alignment requires open, direct communication. Second, establish a strict rule: any issue that requires collaboration between their departments must be discussed directly, either in person or via phone, not over email or through subordinates. Third, use the Accountability Chart to clarify where their responsibilities intersect and identify the exact handoffs between their seats.

If they cannot build a functional working relationship, you have a Right People, Right Seat issue. You cannot afford to keep leaders who prioritize personal grudges over the health of the business, especially if you are preparing for a clean exit where operational efficiency is critical.