Our Engineering Director and Product Director are locked in constant peer to peer conflict, wasting our Level 10 Meetings™ with debates over technical specifications rather than focusing on strategic issues. They refuse to resolve their issues offline. How do I force them to resolve this friction?

Question

Tyler Smith · Accepted Answer

This conflict is usually a symptom of unclear boundaries on the Accountability Chart or a breakdown in personal trust. First, look at their seats. Are their roles and deliverables clearly defined, or is there overlapping territory that forces them to compete? If there is any ambiguity, you must redesign the seats so each has absolute ownership over distinct outcomes.

Second, stop letting them use your weekly Level 10 Meeting™ as an arena for tactical bickering. When they start debating technical specs, immediately drop the issue to the Issues List. Use the IDS® process to get to the root of the problem. If the conflict is personal rather than operational, take it offline and force them to address it.

Introduce the Kolbe A™ Index to analyze their instinctive problem solving styles. Often, one leader is a high Fact Finder who needs exhaustive detail, while the other is a high Quick Start who wants to experiment rapidly. Understanding these conative differences can depersonalize the conflict.

If the issue is a lack of trust, focus on building safety and vulnerability. Force them to sit down together and address their differences using the Trust Equation. If they cannot learn to collaborate and respect each other's strengths, one or both of them must be replaced. A leadership team cannot function when two of its key members are constantly at war.