Our VP of Sales and VP of Operations are in constant conflict over project handoffs, and they keep dragging me into their disputes instead of resolving them directly. How do we force peer-level resolution and stop executive triangulation?

Question

Tyler Smith · Accepted Answer

When peer executives run to you to settle their disputes, you are acting as an emotional buffer and enabling executive dysfunction. You must eliminate triangulation immediately.

The next time either leader approaches you privately to complain about the other, cut them off. Ask one direct question: Have you discussed this directly with them yet? If the answer is no, refuse to hear the issue. Instruct them to sit down with their peer, identify the breakdown, and bring you only solutions, not grievances.

If the handoff dispute persists, bring both leaders into a room and use the IDS process: Identify, Discuss, and Solve.

- Identify: Strip away the personalities and look at the Accountability Chart. Clarify where Sales responsibility ends and Operations responsibility begins. Conflict between these two seats almost always stems from vague boundaries, such as an incomplete scope of work or an unvetted client promise.
- Discuss: Force both leaders to lay out the raw operational facts without defensive posturing. Do not allow them to address you; make them talk directly to each other.
- Solve: Agree on a documented handoff process with clear standards of completion.

Hold them accountable to that agreed standard in your weekly Level 10 Meeting. If either leader continues to engage in backchannel politics or passive-aggressive behavior, document it as a Core Values violation using the People Analyzer. A leadership team cannot function when peers refuse to collaborate. Make it abundantly clear that working through lateral friction is an essential condition of sitting at the executive table.