Nothing is more cancerous than toxic Executive behaviour. Healthy conflict is one thing, purposely undermining someone is quite different. When one executive undermines another, it is highly visible and sets the tone for what’s accepted (and therefore condoned). People are watching (and learning). Left unchecked it poisons the organization inevitably impacting company results. If you’re observing it - swift action is required to correct the behaviour. Ideally in private between the two executives, ultimately it’s important to ensure toxic behaviour is called out in any room (diplomatically and clearly). Leaders are accountable for setting the tone and we should expect the highest of standards from those in charge.

It is not uncommon for differences to arise among senior executives, often due to misaligned perceptions of authority or unclear boundaries. To foster a healthier and more collaborative leadership environment, it is essential to focus on aligning leaders towards a shared vision and clearly defining objectives, responsibilities, and accountability for everyone. When roles and authority lines are well-defined, it minimizes misunderstandings and ensures that energy is channeled towards collective success rather than internal conflicts. By prioritizing mutual respect, collaboration, and open communication, organizations can create an empowering culture that nurtures growth, reduces turnover, and strengthens overall performance.

When a senior executive undermines another’s authority, tackle it head-on—but start privately, not publicly. Speak one-on-one with the undermining executive & call out the behavior clearly: “Your actions are creating confusion and harming team trust. What’s driving this?” Often, it’s unspoken resentment or a clash of visions. Instead of mediation, focus on alignment. Arrange a strategic session where both executives co-define shared goals. Make it clear their collaboration is critical to success. Finally, involve the CEO or board only as a last resort. Exposing unresolved power struggles risks damaging the leadership’s credibility. Address the root cause quietly, firmly, & with clear accountability.

Navigating a power struggle where a senior executive undermines another's authority can be complex. Start by observing the situation closely to understand the dynamics and motivations. Maintain neutrality and avoid taking sides initially. If appropriate, facilitate open communication between the executives involved to address misunderstandings. Offer support to the executive whose authority has been undermined. Document instances of undermining behavior, as this information may be necessary for future interventions. Prioritize professionalism and focus on the organization's goals. I had some of these experiences in a corporate environment, and most of the time, the lack of Neuro-Emotional training addresses this.

Power struggles are not uncommon in large organisations and could blow out of proportion in a short while . Time and discretion are of essence in such a situation. A good advise would be to have one on one conversations with both the affected parties and steer the conversation to a common goal that the organisation set out to achieve as a team. It helps , trust me. The larger good sometimes supersedes personal wins. Make sure that associated teams are not impacted . Toxic work environments have adversely impacted the most successful companies .

Conflict management is a critical skill for executives, developed early in one’s management career. Avoiding conflict isn’t an option; addressing it professionally and confidently is essential. I faced a situation where the conflict was racially motivated and undermined my authority. I made it clear such behavior was unacceptable, standing my ground despite a lack of support from higher management. Building a strong, collaborative team is key to preventing such issues from spreading. When conflict arises, address it decisively, and escalate only when necessary, always upholding leadership integrity.

Conflitos não podem ser confundidos por confrontos. Dar "by pass" ou ainda retirar a autoridade de um parceiro de mesmo nível de trabalho é algo antiético e negativo para toda a organização. É importante lembrar que todo trabalho é em prol da empresa e não exclusivamente de seus profissionais. Aqui vai um ponto importante para as famílias empresárias, onde parentes trabalham no mesmo ecossistema: não afogue a autoridade de um parente no mesmo nível hierárquico, mesmo que sua opinião seja divergente. Isso cria um clima negativo e de desconfiança, que é prejudicial a todos, incluindo liderados. Para esses casos, a reunião deverá ser conduzida com um intermediador para alinhamento das questões e tomada de decisão colegiada ou o pior: demissão.

I would address the matter promptly by meeting privately with both executives to understand their perspectives and concerns. I would clarify roles and responsibilities to prevent overlap, emphasise the importance of collaboration, and align their focus with organisational goals. Any agreements reached would be documented, and I would follow up regularly to ensure mutual accountability and resolution.

I've seen this movie before – executive power struggles can poison even the best teams. Here's what experience has taught me: Don't take sides, but don't play Switzerland either. Focus on protecting your team's ability to execute. Document everything. When directions conflict, ask for clarity in writing. "Just to confirm, this new approach supersedes what was decided in last week's meeting?" It creates accountability without confrontation. Build separate relationships with both executives. Often, the root issue isn't authority – it's unspoken fears about relevance or control. Help them see how their conflict impacts team performance. Your job is to maintain stability, not solve their personality clash.