Our leaders are highly effective at solving issues within their own departments, but they seem to avoid putting cross-departmental conflicts on the Level 10 Meeting™ Issues List because they do not want to start an open confrontation with another department head. How do we force these hidden cross-departmental tensions onto the table?

Question

Tyler Smith · Accepted Answer

When leaders avoid putting cross-departmental conflicts on the Level 10 Meeting™ Issues List, they are prioritizing comfort over the health of the company. This artificial harmony is highly destructive. Left unresolved, these hidden tensions turn into silent grudges, siloed operations, and ultimately, a fractured culture.

To break this pattern, the Integrator must lead by example and actively smoke out these issues. During the meeting, if you sense tension between two department heads, do not let it slide. Call it out immediately.

Say: 'I am sensing some unexpressed disagreement here. Let us drop this to the Issues List so we can discuss it openly.' This forces the issue onto the table where it belongs, preventing it from festering in side conversations after the meeting.

Additionally, reinforce the expectation that conflict is a vital part of your leadership team's job. Remind your leaders of their commitment to the V/TO® and the overall health of the business. Taking off your departmental hat means having the courage to raise hard issues, even when it involves another leader's department.

Make it safe to disagree. Establish a culture where challenging each other's processes is seen as a sign of mutual respect and alignment, not hostility. When the team sees that cross-departmental issues can be debated constructively and solved without personal fallout during IDS®, they will stop hoarding their concerns and start collaborating to resolve them.