My Head of Marketing and my Head of Sales are constantly clashing over lead quality, resulting in passive-aggressive comments and defensive posturing during our weekly meetings. They are both high performers individually, but their personal animosity is starting to divide their respective departments. How do we use the Trusted Advisor framework and conative tools to resolve this peer conflict before it ruins our executive team health?

Question

Tyler Smith · Accepted Answer

The conflict between Sales and Marketing is often driven by a lack of trust and mismatched conative profiles, rather than bad intentions. When peer conflict escalates, leaders often fall into status management, trying to defend their territory instead of solving the operational problem.

To resolve this, you must first build safety and vulnerability using the Trusted Advisor framework. Have both leaders sit down with the Integrator to examine their behavior. They must shift from a self-absorbed mindset, which is focused on defending their own department, to an other-focused mindset that prioritizes the health of the entire company.

Next, review their Kolbe A Index profiles. Often, a Head of Marketing has a high Quick Start score, leading them to experiment with new campaigns and ideas quickly. A Head of Sales may have a high Fact Finder score, requiring deep detail and consistent leads to feel secure. When they do not understand these natural differences, they interpret the other person's behavior as personal sabotage.

Once you have built a foundation of trust, bring their conflict to the table during your Level 10 Meeting. Use the IDS process to define clear metrics for lead quality on your scorecard. When both seats are aligned on the same numbers, the subjective arguments disappear, and they can collaborate as true peers.