One of our leadership team members is carrying the heavy lifting for our exit preparation while another seems to be coasting on past achievements, and the resulting resentment is starting to poison our leadership team meetings. How do we resolve this peer conflict over unequal contribution?

Question

Tyler Smith · Accepted Answer

Peer resentment on a leadership team is a silent killer. When one director feels they are doing all the heavy lifting while another is coasting, trust evaporates, and your weekly meetings turn into polite, unproductive theater. This conflict almost always stems from a lack of clear accountability and measurable results.

First, look at your Accountability Chart and your weekly Scorecard. Every seat on the leadership team must have measurable, weekly numbers that define success. If one leader is coasting, their Scorecard should be flashing red. If their numbers look fine but they are still perceived as underperforming, your measurables are wrong.

Use your next Level 10 Meeting to put this issue on the IDS list. Do not let it fester. Frame the conversation around the greater good of the company, not personal attacks. Ask both leaders to clarify their current Rocks and commitments. Often, the perceived slacker is actually working hard on things that are not visible or aligned with the team's current priorities.

If the issue is a genuine capability or motivation gap, you must address it directly. The Integrator must step in and hold the underperforming leader accountable to their GWC. Every member of your leadership team must pull their own weight, especially during an exit runway. If a leader cannot or will not step up to meet the demands of their seat, they must be replaced.