The head of technology and the head of customer success are constantly locked in a passive-aggressive battle over software features, and it is stalling our client onboarding. How do we break this stalemate?

Question

Tyler Smith · Accepted Answer

When two key leaders are locked in conflict, it trickles down and paralyzes their entire departments. You cannot let this fester. You must force a direct, peer-to-peer resolution using the IDS® process in your next Level 10 Meeting™.

Start by putting the issue on the IDS list. Do not let them present individual, biased arguments. Instead, frame the issue around the client. In a healthy company, customer satisfaction is a guiding principle. Ask how this conflict is impacting client onboarding and enterprise value.

Have both leaders state their perspectives without interruption. Ensure they are being Humbly-Confident and practicing open and honest communication. Identify the root cause of the conflict. Often, it is a lack of clear ownership or misaligned goals.

Solve the problem by looking at your Accountability Chart. Who has the ultimate accountability for client onboarding? If the roles are fuzzy, clarify them. If it is a shared process, map out the workflow and define who owns each step.

Once a decision is made, both leaders must agree to support it fully. This is a core pillar of your Charter. They must leave the room speaking with one voice. If the passive-aggressive behavior continues after the meeting, it becomes a Core Values issue, and you must address it as a people problem.