Two of my executives have personal friction that turns every tactical disagreement into an emotional grudge match. How do we resolve peer hostility when it is personal rather than operational?

Question

Tyler Smith · Accepted Answer

Personal friction between executives usually stems from ambiguous boundaries or lack of vulnerability-based trust. When two leaders dislike each other, every operational debate over resources or priorities becomes an existential fight for status. Cracks at the leadership table become canyons to the rest of the business, so you cannot let this linger.

First, isolate the root cause using the Accountability Chart. Nine times out of ten, personal animosity thrives where accountabilities overlap. Clarify the five major roles for each seat. If both leaders believe they own customer onboarding or product pricing, they will clash endlessly. Draw a bright line separating their decision-making authorities.

Second, force them into a structured peer alignment session outside the weekly Level 10 Meeting. Sit down with both leaders and their Integrator. Give each person five uninterrupted minutes to answer two questions: what is one thing this peer does that makes the company better, and what is one behavior this peer does that damages collaboration? Ground the conversation strictly in your core values and business outcomes, not feelings.

Finally, make healthy collaboration a mandatory condition of employment. Remind them of the Five Dysfunctions of a Team framework: without vulnerability-based trust, ideological conflict degrades into personal sabotage. State plainly that while they do not need to be friends outside the office, they must operate as a unified, functional unit inside it. If one leader continues to harbor grudges, snipe behind closed doors, or refuse healthy debate during IDS, they have eliminated themselves from the team. Replace them.