What would you do in this situation?
Strong leaders don’t always agree — but when disagreement escalates into personal conflict, performance deteriorates. The challenge for senior executives isn’t to eliminate differences but to channel them into productive outcomes. When conflict becomes personal, the leader must intervene.
This article demonstrates how the same situation can be managed using three different leadership styles — directing, discussing and delegating.
The situation
Karen Mitchell is the president of a mid-sized manufacturing company. Two of her direct reports — Mike Harris, vice president of operations, and Barry Smith, vice president of sales — are experienced, highly capable leaders. However, they have developed a strained and increasingly destructive relationship.
In executive meetings, they often interrupt each other, challenge assumptions and openly criticize ideas. Discussions tend to become tense, confrontational and unproductive. What starts as a disagreement about strategy quickly escalates into personal attacks.
Their conflict is beginning to affect the senior team and the organization.
- Meetings are becoming more tense and less productive.
- Team members are hesitant to speak up and share candid input.
- Departments are becoming isolated, causing decreased cooperation between sales and operations.
Karen has tried to let them “work it out,” but the situation isn’t improving. She realizes she needs to step in.
Directing style
In a private setting, tell Mike and Barry what changes are required.
“Mike, Barry, I need to address what’s been happening in our meetings. The way you are interacting is unprofessional and unacceptable. It’s hurting the team and slowing down our decision-making.
Here’s what I expect going forward:
- Disagree with ideas, not with each other.
- Let each person finish speaking – no interruptions.
- Keep the discussions centered on facts and business results.
If your behavior doesn’t change, I will take further action. Is that clear?”
Discussing style
Ask questions that help Mike and Barry identify the problems and the solutions.
“Mike, Barry, I’d like to talk about your behavior in our meetings.
- How do each of you view the effectiveness and professionalism of your interactions with one another?
- How does your behavior influence the rest of the leadership team?
- When does a healthy debate become counterproductive?
- What would a better working relationship between you two look like?
- What changes are each of you willing to make to improve this situation?”
Delegating style
Allow them to define and solve the problem on their own.
“Mike, Barry, there’s clearly tension between you two, and it’s starting to impact the leadership team’s performance and the business.
Take the next 48 hours to step back and reflect on this.
Together, I want you to:
- Identify the main causes of your conflict.
- Describe what a successful working relationship should include.
- Agree on clear behaviors and ground rules you will commit to follow going forward.
Let me know by Friday at 10:00 what you have decided and agreed to.”
Analysis
- Is the problem clearly defined? Yes. Mike and Barry’s behavior and personal attacks are unproductive and affecting the senior leadership team.
- Are Mike and Barry able and motivated to change? They are both capable, but may lack the willingness to adjust their behavior.
Which leadership style would you use?
Karen, the president, used the delegating style. She wanted Mike and Barry to resolve the problem on their own. She believed that approach would foster greater ownership of the solution moving forward. However, Karen added one more comment when she met with them. She said, “Mike and Barry, if you can’t figure out how to work together productively, you both will be fired. Is that clear?”
That comment grabbed Mike and Barry’s attention and increased their motivation. On Friday, they met with Karen and discussed the operating rules they had agreed on. Problem solved. Or perhaps more accurately, the issue was resolved for now.
What do you think of Karen’s approach?
The key to effective leadership is accurately diagnosing the situation and deliberately selecting the leadership style that will produce the best results.
Opinions expressed by SmartBrief contributors are their own.
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