Recently, our team discovered a gap in our decision-making process—one that led to a valuable opportunity to navigate conflict. It started with our plan to launch a quarterly newsletter inviting our clients and partners into a movement we're building to reframe how we work. But we weren’t fully aligned on how and when to share our story as part of that invitation.
This misalignment sparked a deeper conversation about our origin story and the best ways to communicate it. Alignment discussions can be emotionally charged—it’s natural to bring a perspective, but defensiveness can derail progress. How we handled this internal conflict reflects our growth as a team. Instead of avoiding tension, we leaned into it, using it as a catalyst for clarity and shared purpose.
Conflict is a natural part of decision-making.
Traditional leadership often relies on top-down decision-making, where friction stays beneath the surface because employees don’t expect to have a voice. But what happens when teams shift to a shared decision-making framework? The process can get messy. Differences of opinion naturally invite conflict—but that’s not necessarily a bad thing. Handled well, it can lead to stronger alignment, better decisions, and a more engaged team.
Healthy teams know where to anticipate conflict and create space to navigate it.
Once we realized we were out of alignment in our decision-making, one of our leaders took the initiative to address it. To her credit, she recognized the gap first and acted on it. Every team needs people willing to step into this role—often it’s the point leader, but ultimately, it’s everyone’s responsibility.
A key tactical move? We created a separate space and time for the conversation, ensuring it wasn’t rushed. When dealing with conflict, this makes all the difference—it allowed us to be fully present and engaged in the moment.
Throughout the discussion, we applied the same tools we use to train other teams and leaders: speaking from personal experience, asking clarifying questions, and affirming what was said before building on it. By the end, we not only gained clarity but also identified areas where continued dialogue would strengthen our alignment even further.
Conflict doesn’t have to be personal.
Yes, we are people who think and feel—but workplace conflict doesn’t have to be personal. As leaders and managers, our attachment to our own ideas or agendas can make us take conflict personally when it arises. But what if we could create environments of trust where teams can safely engage in navigating conflict together? That requires higher levels of emotional agility from everyone—and it starts with us.
So, the next time your team spots an opportunity for conflict, embrace it, don’t run from it. It’ll likely be a good temperature check on your individual emotional resilience and your collective decision-making abilities. See what you can learn, and then build better habits.
As a manager, it's your job to create the conditions for productive conflict resolution. Check out the work we're doing at ManagerEQ™—it might just be the workplace revolution you need.
