Manage C-Suite Conflict and Increase Collaboration

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The role of HR in addressing C-suite discord can be a difficult path to navigate as HR is often part of the C-suite and reports to the CEO. This can create a tricky dynamic.
Underlying power dynamics in the C-suite often lead to discord, but can be difficult to alter. The egos that sometimes accompany positions of power can also make it difficult to gain traction for changing the C-suite status quo.

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Our Advice

Critical Insight

Resolving C-suite conflict is about leadership. The head of HR should engage in this issue not because they are HR but because it is an important component of being a strong people leader in the organization.
The C-suite is a role model for the rest of the organization. The behaviors and interactions of the C-suite trickle down and impact the way the rest of the organization interacts. Ensuring that your C-suite has a healthy team dynamic will translate into success for all levels of the organization.

Impact and Result

It is essential that CEO supports the initiative, otherwise you will not gain any traction with the rest of the C-suite team.
Collaborating with the C-suite, rather than placing blame, will help create a reaction that is responsive rather than defensive.
Assess the issues that are underlying the causes of discord by gathering input from all C-suite members and put in place action steps that will help the C-suite shift from unhealthy conflict to collaboration.

Manage C-Suite Conflict and Increase Collaboration Research & Tools

1. Understand HR’s role in managing C-suite conflict

Understand the role of HR in managing and approaching C-suite conflict.

2. Assess the cause of conflict in the C-suite

Assess the root causes and impact of any underlying C-suite conflict and gain buy-in from the CEO and the C-suite for improvement.

3. Develop a collaborative C-suite culture

Align the C-suite with the organization’s mission, vision, values, and strategic objectives, and establish role clarity to develop a collaborative culture.

4. Develop the appropriate leadership behaviors

Develop appropriate leadership behaviors, including strong communication skills and emotional intelligence, and understanding of conflict resolution methods.

5. Establish protocols and processes that alleviate conflict

Create and achieve consensus on protocols and processes for decision making, meetings, and information sharing in the C-suite team to increase collaboration.

About McLean & Company

McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

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Get the help you need in this 5-phase advisory process. You'll receive 7 touchpoints with our researchers, all included in your membership.

Guided Implementation 1: Understand HR’s role in managing C-suite conflict

Call 1: Understand HR's role in resolving C-suite discord.

Guided Implementation 2: Assess the cause of conflict in the C-suite

Call 1: Gain buy-in for assessing the C-suite’s level of collaboration.
Call 2: Review the assessment tool outcomes.

Guided Implementation 3: Develop a collaborative C-suite culture

Call 1: Gain advice on how to create alignment in the C-suite on strategy and goals.
Call 2: Review the RACI tools to understand how to analyze duplication of roles.

Guided Implementation 4: Develop the appropriate leadership behaviors

Call 1: Gain advice for delivering conflict resolution training.

Guided Implementation 5: Establish protocols and processes that alleviate conflict

Call 1: Gain advice on how to align performance objectives and compensation to drive collaborative behaviors in the C-suite.

Contributors

Jenny Bledsoe, VP of Operations, Meyer Corporation, US
Scott Bohannon, CEO, Info-Tech Research Group
Duane Borah, Manager, Goodwill
Michael Burns, Executive Vice President, ASE
Debra Dana, Senior HR Executive, Consultant
Gene Deszca, Professor, Wilfrid Laurier University
Chris Easley, Director of HR, Treasure Island Casino & Bingo
John Hannah, SVP & CHRO, Purolator
John Janetos, Professor, Wilfrid Laurier University
Andrew Lambert, Associate Partner, CRF, Creelman Lambert
Jeff McLanahan, VP of Training – Success Academy, Clockwork Home Services
Larry McMullen, Director, Learning and Organization Development, The Hillman Group Inc.
Marieta Medoza, Head of HR, AOL Canada
Stephanie Jane Myddelton, Organizational Development Specialist, Freelance Consultant
Cinnie Noble, Founder, CINERGY Coaching
Craig Parrish, VP HR, BNSF Logistics, LLC
Drew Railton, Managing Partner, Caldwell Partners
Regional Learning & Development Head, Asia, Willis Group
Ron Thomas, CEO, Great Places to Work Gulf
Schuyler Totman, M.A., Consultant, Management Consulting, author of Ironies Leaders Navigate: What the Science of Power Reveals about the Art of Leadership
Regina Youngblood, HR Director, City of Durham