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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building and GOLA GV.

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<v Speaker 1>This is the seven Minute Leadership Podcast with your host

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<v Speaker 1>Paul fella Aledo.

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<v Speaker 2>Hello everyone, and welcome to the seven Minute Leadership Podcast.

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<v Speaker 2>It's episode six point twenty seven. Let's talk about something

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<v Speaker 2>that every leader eventually faces. That's broken alliances. Not open warfare,

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<v Speaker 2>not screaming matches and conference rooms. I'm talking about the

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<v Speaker 2>quiet fracture, the cold shoulder, the shift in tone, the

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<v Speaker 2>meeting after the meeting. Two managers who used to collaborate

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<v Speaker 2>now barely speak, a deputy who feels sidelined, a senior

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<v Speaker 2>employee who once had your back and now operates in silence.

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<v Speaker 2>In emergency services, when two units stop communicating, someone gets hurt.

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<v Speaker 2>In business, when two leaders stop trusting each other, the

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<v Speaker 2>damage spreads slower, but it spreads deeper. Broken alliances are

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<v Speaker 2>rarely about one explosive moment. They are about accumulation. A

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<v Speaker 2>comment that landed wrong, a decision made without consultation, a

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<v Speaker 2>promotion that felt political, a perceived lack of loyalty. And

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<v Speaker 2>here's the problem. Most leaders ignore it. They hope time

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<v Speaker 2>will fix it. Time does not fix fractures, It only

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<v Speaker 2>widens them. I've seen this on the ambulance floor. I've

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<v Speaker 2>seen it in boardrooms. I've seen it inside organizations that

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<v Speaker 2>thought they were healthy. When alliances break, performance drops, information slow,

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<v Speaker 2>those people pick sides, energy shifts from mission to ego protection.

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<v Speaker 2>So how do you repair it? Step one? Own your lane.

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<v Speaker 2>You cannot repair an alliance while pretending you played no

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<v Speaker 2>part in its decline, even if you believe you were right,

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<v Speaker 2>even if you believe the other person overreacted. Leadership is

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<v Speaker 2>not about being technically correct. It is about preserving alignment.

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<v Speaker 2>Where alignment matters, ask yourself one question, did I contribute

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<v Speaker 2>even five percent to this fracture? If the answer is yes,

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<v Speaker 2>that is your entry point. Step two. Go direct, not

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<v Speaker 2>by email, not by text, not by sending someone else

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<v Speaker 2>face to face or at a minimum, voice to voice.

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<v Speaker 2>Say this and say it clean. I feel like something

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<v Speaker 2>shitted between us. I value our working relationship. I want

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<v Speaker 2>to fix it. No speeches, no defending, no rewriting history

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<v Speaker 2>in your favor. When I was training in aviation, one

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<v Speaker 2>of the first lessons I learned was about checklists. When

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<v Speaker 2>something feels off in the cockpit, You do not guess.

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<v Speaker 2>You verify, you talk through it. You identify the failure point.

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<v Speaker 2>Broken alliances are no different. If you do not identify

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<v Speaker 2>the failure point, you will fly crooked for months and

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<v Speaker 2>blame the wind. Step three listen longer than you want to.

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<v Speaker 2>This is where most leaders fail. They approach the conversation

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<v Speaker 2>ready to explain themselves, ready to justify, ready to defend.

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<v Speaker 2>Repair requires restraint. Let them talk, let them vent, let

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<v Speaker 2>them describe how they experience the situation. You are not

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<v Speaker 2>there to win, You are there to restore function. There

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<v Speaker 2>is a big difference. Step four re establish shared mission.

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<v Speaker 2>This is critical. Alliances are rarely restored through emotional bonding.

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<v Speaker 2>They are restored through clarity of purpose. You might not

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<v Speaker 2>agree on everything, you might not be best friends again,

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<v Speaker 2>that's fine, but you must realign around the mission. At

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<v Speaker 2>my ambulance service, when tension rises between leaders, I bring

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<v Speaker 2>it back to one question. What serves the patient, What

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<v Speaker 2>protects the crew? What advances the organization. Mission has a

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<v Speaker 2>way of shrinking ego. When both parties remember what they

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<v Speaker 2>are actually responsible for, the drama loses oxygen. Step five

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<v Speaker 2>set behavioral agreement. Repair is not just emotional. It is operational.

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<v Speaker 2>Agree on how you will communicate moving forward, Agree on

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<v Speaker 2>how decisions will be shared. Agree on what transparency looks like.

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<v Speaker 2>Broken alliances often rebreak because nothing changes structurally. This is

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<v Speaker 2>red key leadership territory, high consequence moment. If you repair

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<v Speaker 2>it halfway, you create a fragile truce. If you repair

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<v Speaker 2>it completely, you create strength. Now let me say something

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<v Speaker 2>very important. Not every alliance is meant to be repaired.

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<v Speaker 2>If the fracture is rooted in integrity issues, manipulation, or

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<v Speaker 2>repeated disrespect, your responsibility may not be repair. It may

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<v Speaker 2>be separation. Leadership is not about keeping everyone comfortab It

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<v Speaker 2>is about protecting culture. You do not repair alliances that

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<v Speaker 2>compromise standards. You repair alliances that strengthen the mission. There

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<v Speaker 2>is another layer here. Sometimes the broken alliance is between

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<v Speaker 2>you and someone above you, a board member, a CEO,

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<v Speaker 2>a regional director. The principles do not change clarity, direct communication,

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<v Speaker 2>mission focus, behavioral agreements. You might not control their response,

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<v Speaker 2>you control your professionalism. And here's the truth. When leaders

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<v Speaker 2>repair alliances publicly and maturely, the entire organization watches. They

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<v Speaker 2>see accountability in action, They see humility, They see courage.

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<v Speaker 2>That is cultural building. I have seen leaders ignore fractures

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<v Speaker 2>and watch their organization spit split quietly into two. I've

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<v Speaker 2>also seen leaders into discomfort and walk out stronger. Broken

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<v Speaker 2>alliances are not a sign you failed as a leader.

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<v Speaker 2>Ignoring them is you are not managing friendships. You are

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<v Speaker 2>managing alignment, and alignment requires maintenance. Seven minutes a day

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<v Speaker 2>of intentional leadership might mean one uncomfortable conversation that saves

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<v Speaker 2>six months of dysfunction, and to me, I think that

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<v Speaker 2>is a good trade. So if there is someone in

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<v Speaker 2>your workplace right now where something feels off, do not wait,

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<v Speaker 2>Do not let silence turn into narrative. Reach out, own

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<v Speaker 2>your part, listen longer than you want to bring it

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<v Speaker 2>back to the mission, set the agreement, and repair it

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<v Speaker 2>the right way. Your credibility grows when you fix what

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<v Speaker 2>is actually fractured. This has been the seven minute Leadership Podcast,

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<v Speaker 2>and I thank you for listening.

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<v Speaker 1>For more Paul Fell of Alito Podcasts, visit paulfellowalito dot

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<v Speaker 1>com