Question:  My company has grown significantly over the past two years. We have more than doubled our size. I have a real issue I hope you can help me with. Many individuals have been with the company for 10, 15 or even 20 years.  They are resistant to change and, at times, undermine our ability to scale. How should I deal fairly with these veteran employees?

I am at my wit’s end. Two of my best leaders have decided they do not like or trust one another. This is a new development. Their solution is to not speak to each other. This drama is driving me crazy. What should I do?

Q: Our company made a major acquisition a year ago. The owner of the company we purchased stayed as president of his company. Additionally, he decided not to sell 100 percent of his company, and now has some ownership in the larger combined company and serves as a board member. He reports to me directly. The problem is that, over a year later, he is putting up roadblocks and fighting the integration process we agreed upon at the time of the purchase of his company. This is a big problem and is getting more costly by the minute. What can I do?