My executives constantly bring complaints about other department heads to me in private rather than confronting each other directly. How do I stop this triangulation and force peer-to-peer accountability?

Question

Tyler Smith · Accepted Answer

Triangulation persists because you permit it. When an owner listens to executive complaints behind closed doors, you become a buffer that enables conflict avoidance and fuels political posturing. The remedy is immediate and uncompromising.

The next time an executive steps into your office to complain about a peer, ask one question: Have you discussed this directly with them? If the answer is no, stop the conversation instantly. Refuse to be a sounding board for peer grievances. Direct them to have a one-on-one conversation with that peer within twenty-four hours, or offer to sit in the room as a silent observer while they address the issue face to face.

If the issue affects company metrics or processes, push it onto the Issues List for your weekly Level 10 Meeting™ so it can be handled transparently through IDS®. By refusing to carry messages between your leaders, you force them to develop the professional courage required for high-performing teams. If two leaders repeatedly fail to resolve peer tensions on their own, bring them both into a room, lay out the operational damage their dynamic is causing, and demand a clear resolution. Leaders who cannot confront peers with candor and respect do not belong on an executive team.