It is not uncommon for there to be tensions in the C-suite. There are various reasons for this. If executives are concerned with their status, anything that threatens that can lead to clashes or disagreements. For example, unclear boundaries and accountabilities. Consider the increasing importance of technology in enabling organisations to stay relevant and competitive.

Traditionally they employed Chief Information Officers (IT) who were accountable for IT solutions, information systems, telecommunications, and so on). With the increasing emphasis on technology and digital, this has increased the importance of roles driving these strategies.  We see Chief Digital Officers, who are responsible for driving the development of digital capabilities, and  Chief Technology Officers, accountable for the overarching technologies are not only the purview of tech companies. The CIO may have had to cede some of their responsibilities to these newly created positions. The potential for a lack of clarity between any two of these roles is high and needs careful definition by the CEO.

Another function that has risen in prominence in recent times is that of Customer Experience. This role looks at the customer journey and how to ensure that at all touchpoints the customer enjoys excellent service. This encroaches on the traditional role of Marketing to  anticipate customer needs and could result in the Chief Marketing Officer feeling a loss of power. There are many such potential ambiguities that could lead to conflict at the top.

It is not uncommon for executives to have big personalities. Their confidence, boldness and competitive nature has led to significant success and power. When a team comprises one or two executives with big egos, this can lead to tensions and disagreements. An individual who occupies a lot of space, figuratively, may be dismissive of their peers who are quieter and more reflective or those who have less experience at executive levels. They can show their disdain or superiority in subtle ways, for instance, an aloofness, acting superior, rejecting ideas out of hand. Related to this is a clash of personalities/styles. The head of operations may be abrasive, hard-nosed, lacking in empathy, and protective towards their team at the expense of the wider organisation.

Another factor that might cause conflict at the top comes from the diversity of the people in the team.  Even when the team looks similar on the surface, e.g. white, middle-aged men with a certain education level, when you dig under the surface you will quickly find differences in upbringing, values, religious and spiritual beliefs, cultural background, work and life experiences, physical and mental abilities, and so on.

This diversity can lead to healthy conflict if it is managed well. It is to be encouraged as this can help to see different perspectives and ensure that the top team is fully informed about the factors that may positively or negatively impact the successful execution of the strategy. Often, what we see however, is that individuals take positions without explaining their rationale or enquiring into the reasons behind their colleague advocating for a particular stance.

To be truly effective in tackling complex workplace issues such as conflict at the top, it is important to create the conditions in which people can speak up and share their experiences in the workplace without fear of judgement, ridicule or recrimination. Employing courage, compassion and wisdom allows individuals to create a welcoming and safe space in which to have a discourse. They are able to truly see and hear each other and gain insights into those of their behaviours that lead to some people feeling hurt and excluded.

Whatever the cause of top team conflict, it is better to surface and resolve the issues than leave them to rumble and fester under the surface. This requires a willingness of the executives to engage in dialogue with each other. Establishing ground rules to hold these conversations creates the psychological safety for each person. The ground rules for effective dialogue are:

• active listening – being fully present and giving each person their full attention
• respecting each other – showing due regard and showing admiration for the expertise and knowledge that each person has.
• suspending judgement – seeking to understand, find areas of commonality and comprehend differences.
• speaking up – voicing their perspectives, sharing their emotions, etc.

When the top team operate from courage, compassion, and wisdom, they show vulnerability in that demanding environment, are  fully present and listen on a deeper level to understand what might be underlying drivers or concerns that impact each person’s behaviour, and know how to respond in the moment and subsequently.

Conflict at the top is inevitable. It is important to resolve any tensions so that they do not percolate down through the organisations and set up an unhealthy dynamic lower down in the organisation. When handled sensitively, and with courage, compassion and wisdom, the top team gain greater insight to each other, learn new perspectives and become stronger as a team.

Dr Joan van den Brink is an Executive Coach, management consultant and founder of Araba Consulting. Her new book, The Three Companions, is available in paperback, priced at £14.99. Read an extract from the book here.