Dual Leadership or 'Duel' Leadership? Navigating the Perilous Path of Shared Authority

Ever found yourself in a leadership role, excited about driving change, only to discover you’re not quite sure who’s in charge? Or, perhaps more accurately, who else is in charge? It’s a common scenario, especially in today’s fluid organisational structures, where the allure of "dual leadership" often descends into a bewildering "duel" of authority.
You’re brought in, perhaps as a consultant or a strategic hire, with a broad mandate to "improve things." Sounds great, right? You’re keen to roll up your sleeves, implement new ideas, and make a real difference. Then you discover there’s an existing operational leader who already has significant tenure, deep relationships, and a long-standing claim to the very territory you’ve been asked to cultivate. Suddenly, the vision of collaborative leadership fades, replaced by friction, confusion, and the lingering question: who makes the final decision?
This isn't just about bruised egos; it’s about organisational paralysis. When accountability is a blurry concept and responsibility shifts like sand, the company suffers. Decisions get delayed, teams become confused, and potential improvements remain just that – potential.
I recently coached a colleague, let’s call him Colin, who found himself in precisely this predicament. His experience is a powerful guide for anyone navigating the treacherous waters of shared authority. If you’re nodding along, this post is for you.
Colin's Conundrum: A Classic Case Study.
Colin was drafted into an established children's home company. His brief from the owner (who was also the company director) was simple: "improve the company's performance." A noble goal, but incredibly vague. Colin interpreted this to mean stronger management of the home managers, boosting occupancy rates, and driving a more positive culture. All vital areas, to be sure.
The catch? The existing Operations Director, a seasoned veteran of several years, already had direct responsibility for those very areas. Colin, on the other hand, was on a temporary assignment, just three months in. Both reported directly to the owner, but there was no formal agreement on who decided what. The stage was set, not for a partnership, but for a clash.
Can you see the problem? It’s not just about two individuals. It’s about a fundamental lack of clarity from the very top. Without a clear directive, Colin's efforts were bound to be perceived not as collaborative, but as encroaching.
The Tell-Tale Signs You're in a 'Duel'
How do you know you're heading for, or already in, a "duel" rather than genuinely "dual" leadership? Look for these common red flags:

• Vague Mandates from the Top: This was Colin's starting point. If your mission statement is a fluffy cloud of goodwill without concrete metrics or a defined scope, you're on shaky ground. "Improve performance" sounds good, but what does it actually mean for your specific role?
• Direct Overlap of Responsibilities: If your remit directly mirrors that of another existing leader, especially one with significant tenure, prepare for friction. Who manages the team? Who owns the budget for a specific initiative? If the answers aren't clear, you’re ripe for a turf war.
• Absence of Clear KPIs: How will success be measured? If there are no agreed-upon Key Performance Indicators, "performance" becomes a subjective battlefield. You might think you're improvising like Miles Davis, while your co-leader (or the owner) hears nothing but atonal noise..
• Unclear Decision-Making Authority: Who makes the final call when you disagree? If it's left to chance, or based on who shouts loudest (or who has the most informal power), decision-making grinds to a halt. Teams become paralysed, waiting for clarity that never comes.
• Reporting to the Same Source Without Clear Delineation: If you and your co-leader both report to the same person, but that person hasn't taken the time to explicitly define your respective domains, they've effectively outsourced the problem to you. This is the owner's responsibility, not yours to simply absorb.
• The 'Temporary' Tag: As Colin experienced, being brought in on a temporary basis can exacerbate the issue. The established leader may view you as a transient threat, someone who will disrupt things and then leave them to deal with the aftermath. This can lead to resistance and a protective stance.

If you recognise these signs, don't despair. Understanding the problem is the first step towards resolving it.
Diagnosing the Root Cause: It's Rarely Personal
While the conflict feels personal, the root cause of these dual-leadership clashes often lies not with the individuals, but with the organisational structure and, critically, the senior leadership's failure to provide clarity.
Think about it from the incumbent's perspective. The Ops Director in Colin’s scenario has been there for years. They’ve built relationships, established processes, and contributed to the company’s stability. Then, a new person arrives, with a vague mandate to "improve" what they've already been doing. This can feel like a direct challenge to their competence, their value, and their very professional identity. Their resistance isn't necessarily malice; it's often a natural protective response to a perceived threat.
And your role? As the incoming leader, it's easy to assume the broad mandate gives you carte blanche. But without explicitly defined boundaries, you might be unintentionally stepping on established toes.
The owner, in Colin’s case, created this ambiguity. They likely had good intentions – they wanted things to improve. But by not clearly articulating how that improvement would be achieved, who would be responsible for what specific aspects, and how the two leaders would collaborate, they set both Colin and the Ops Director up for conflict.
Your Toolkit for Clarity: Strategic Coaching Questions
The path out of the "duel" and into effective "dual leadership" requires proactive, strategic communication, particularly with the senior leader who put you in this position. Your goal is not to win a power struggle, but to establish a clear framework that allows both leaders to succeed, ultimately benefiting the company.
Here are the questions to ask yourself, and then to strategically pose to others:
Step 1: Prepare for the Crucial Conversation with Senior Leadership (The Owner/CEO)
This is the most critical conversation. You need to go in prepared to seek clarity and propose solutions, not just express frustration.

• "What specific examples can I share where the lack of clarity has directly hindered the company's performance?"

• Think about concrete instances. Did a decision get stalled? Was there duplicated effort on a project? Did team members become confused about who to report to? Quantify the impact where possible – e.g., "Project X was delayed by two weeks because we couldn't agree on the final sign-off."

• "How do I envision the responsibilities for our overlapping areas (like manager oversight, occupancy, culture) being clearly divided or shared?"

• Don't just point out the problem; offer a solution. Draft a simple proposal. For example:

• "My role could be to assess current manager training needs and develop new programmes, while the Ops Director implements and manages daily performance of those managers."
• "I could focus on strategic marketing initiatives to boost occupancy, while the Ops Director manages the daily inquiries and admissions process."
• "I could diagnose cultural issues and propose specific initiatives, with the Ops Director leading the implementation across the homes."

• Consider using a RACI (Responsible, Accountable, Consulted, Informed) matrix for a few key decisions to illustrate your thinking.

• "What specific, measurable KPIs will define success for my role during this temporary assignment?"

• If you're meant to "improve performance," what does that actually look like for you? "Increase occupancy by X% over three months through new marketing channels"? "Implement a new manager feedback system reducing manager complaints by Y%?"

• "What decision-making protocol would I propose when the Ops Director and I disagree?"

• Be ready with an idea. "If we reach an impasse on operational decisions, perhaps the owner should be the ultimate tie-breaker after we present our cases." Or, "For strategic initiatives, I have the final say, but for day-to-day operations, the Ops Director does."

• "How can I articulate that this clarity is for the company's benefit and not just a personal grievance?"

• Frame it in terms of efficiency, team morale, and achieving the owner's original goal. "To truly deliver on your mandate of improving performance, we need absolute clarity on who is responsible for what, and how decisions are made. This will avoid inefficiency and confusion for the team."

• "Given my temporary status, how can I reassure the owner and the Ops Director that my contributions will lead to sustainable improvements that the Ops Director can maintain after I leave?"

• This is crucial for managing the incumbent's potential anxieties. Focus on building systems, training, and processes that will outlast your tenure.

Step 2: Engage Collaboratively with Your Co-Leader (The Ops Director).
Once you've sought clarity from the owner (ideally, the owner facilitates a joint meeting), you still need to build a functional relationship with your co-leader.

• "How can I proactively approach the Ops Director to discuss our roles, seeking their input, rather than presenting a done deal?"

• Phrasing is key. Try: "My mandate from the owner is to look at ways to improve performance, particularly around occupancy and manager support. I know you've been doing incredible work here for years, and I want to understand how we can best complement each other's efforts rather than duplicate or cause confusion for the team."

• "What are the Ops Director's strengths and areas of expertise that I can genuinely leverage and acknowledge?"

• Show respect. "I value your deep understanding of the home managers and the specific challenges they face. How can I tap into that knowledge as I develop new training ideas?"

• "Can we define a simple 'handshake agreement' for key decisions where our roles overlap?"

• Keep it practical. "For all decisions related to the daily schedule of home managers, you have the final say. For strategic initiatives to improve occupancy, I'll lead, but I'll always seek your input before implementation."

• "Is there a low-risk project we could tackle together to build some early momentum and demonstrate our ability to collaborate effectively?"

• A quick win, a shared success, can be a powerful antidote to a brewing duel.

Beyond the Duel: Towards True Dual Leadership
​Dual leadership, when structured correctly, can be incredibly powerful. Imagine leveraging the deep operational knowledge of your Ops Director alongside your fresh, strategic perspective. That’s where innovation and significant growth truly happen.
For Colin, the path forward involved:

1. A frank, well-prepared conversation with the owner, highlighting the impact of ambiguity on performance and proposing a clear division of responsibilities and decision-making protocols.
2. Advocating for a joint meeting with the owner and the Ops Director to formally communicate these roles.
3. Proactively engaging the Ops Director in problem-solving, focusing on shared goals and leveraging their experience.
4. Defining his temporary role more specifically around assessment, strategy development, and building sustainable systems, rather than direct operational management.

It won't always be easy. There will be bumps. But by actively seeking clarity from the top, fostering collaboration with your co-leader, and focusing on measurable outcomes, you can transform a potential "duel" into a dynamic and productive "dual leadership" partnership. The company, and your sanity, will thank you for it.

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