Our Head of Sales and our Head of Operations have a toxic, passive-aggressive relationship that is stalling delivery, but they act perfectly civil in our Level 10 Meeting™. How do I force them to build actual trust and resolve this cross-departmental friction?

Question

Tyler Smith · Accepted Answer

To break this civil deadlock, you must address the low trust directly. In his book on trusted advisors, Charles Green outlines the trust equation, which teaches us that trust is built on credibility, reliability, and intimacy, divided by self-orientation. When leaders operate in silos, their self-orientation is high because they are focused on protecting their own departments.

Start by pulling these two leaders into an IDS® session specifically focused on their working relationship. Do not allow them to hide behind status management or polite agreement. Frame the issue not as a personality conflict, but as a structural obstacle that is harming the entire business.

Ask each leader to clearly define what they need from the other seat to be successful, and where they feel let down. You must encourage shared vulnerability. If they cannot admit their own failures or where they need help, the trust equation breaks down.

Make it clear that maintaining a polite but dysfunctional relationship is a violation of your core values. Use the Accountability Chart to show them how their lack of collaboration directly impacts the company's ability to execute its vision. If they cannot move past their egos to build a reliable partnership, one of them will ultimately have to leave their seat.