My head of sales and head of operations have developed a quiet, passive-aggressive friction that is stalling our weekly progress, though they are perfectly professional in our Level 10 Meetings. How do I force them to resolve this peer conflict directly?

Question

Tyler Smith · Accepted Answer

Passive-aggressive friction between departments will quickly paralyze your execution. If your head of sales and head of operations are refusing to address their underlying conflict, you must intervene to guide them toward a direct resolution.

First, call a meeting with both leaders. Your goal is not to solve the issue for them, but to facilitate a constructive conversation. Use the EOS® framework of open, honest communication. Tell them clearly that their current dynamic is visible, and it is impacting the leadership team's cohesion.

Instruct them to prepare a list of their specific frustrations with each other's processes or behaviors. During the session, have them share these points directly. They must use the IDS® process to identify the root cause of the friction. Often, peer conflict is caused by misaligned incentives or ambiguous roles on the Accountability Chart. For example, sales might be promising delivery timelines that operations cannot meet due to capacity constraints.

Once the root cause is identified, help them agree on a concrete solution. Document this resolution as a To-Do or a shared commitment. If they cannot reach an agreement, you as the Integrator must make the final decision in the best interest of the business. Do not allow them to leave the room without a clear path forward. Going forward, hold them accountable to their agreements and make it clear that maintaining a unified front is a non-negotiable requirement for sitting on the leadership team.