Our VP of Product and our VP of Customer Success are constantly arguing over feature requests, resulting in passive-aggressive alignment during meetings but constant back-channel bickering that is pulling our operations apart. How do we break this deadlock and force them to resolve their differences like adults without having to run to me or the Integrator every week?

Question

Tyler Smith · Accepted Answer

Peer conflict on the leadership team is a direct threat to your culture. When two leaders are bickering, their entire departments are watching, and those cracks at the top appear as deep canyons to the rest of the company. You cannot allow them to use you or your Integrator as a referee.

The next time this conflict surfaces, your Integrator must direct them to solve it peer-to-peer outside of the meeting. Use the IDS® tool to address the root cause of the friction. Have them sit down together and identify the exact issues, discuss the impact on the business, and solve the problem.

If they cannot resolve it on their own, the Integrator must step in and run a formal three-way meeting. Have each leader state their position clearly, focusing on what is best for the business, not their personal egos or department silos. Use your V/TO® and core values as the filter for the final decision.

If the bickering continues after a clear decision is made, you are no longer dealing with a process problem. You are dealing with a core values or GWC™ issue. You must make it clear that maintaining a cohesive leadership team is a non-negotiable requirement of holding a seat on the Accountability Chart.