Two executives disagree in a meeting. Everyone else suddenly finds their notes very interesting. Sound familiar? Conflict at the top is normal, and it does not have to be damaging. Here is how to approach managing conflict between senior leaders in a way that builds trust instead of tension.
Why Managing Conflict Between Senior Leaders Matters
When the senior team is out of sync, everyone feels it. Priorities blur, people take sides, and decisions slow down.
Change is hard enough already. McKinsey’s research has found that only about 30 percent of organizational transformations succeed. A leadership team pulling in different directions does not help those odds.
The goal is not to avoid disagreement. Healthy debate makes ideas better. The goal is to disagree without damaging the relationship. We have seen how much easier things get when leaders talk early. Managing conflict between senior leaders is far less painful when it starts with a small, honest check-in.
What Unresolved Conflict Looks Like
In an unresolved conflict:
- Leaders avoid each other, or avoid the topic.
- Teams get mixed messages about priorities.
- Decisions get made, then quietly reversed.
- People below start picking sides.
These patterns are common, and they are not a sign of bad people. They are a sign that nobody has had the real conversation yet.
Steps for Managing Conflict Between Senior Leaders
You do not need a facilitator or a retreat to start. These steps work in a hallway chat or a one-on-one, and they make managing conflict between senior leaders feel less scary.
- Name the Real Issue: Most conflicts are not really about the agenda item. They are about trust, respect, or who gets to decide. Ask yourself what is going on underneath.
- Get Curious Before You Get Clear: Before you explain your side, ask what the other person sees that you might be missing. You do not have to agree. You just need to understand.
- Agree on How You Will Disagree: Set a few simple ground rules. Speak directly to each other, not around each other. Keep it about the issue, not the person. Agreeing on this before tension rises makes it far easier to stay calm.
- Follow Through and Check In: A good conversation means little without follow-up. Agree on next steps, then circle back. A quick check-in a week later shows you take the relationship seriously.
Helpful Ways to Open the Conversation for Managing Conflict Between Senior Leaders
Here is how you can start a conversation for managing conflict between senior leaders:
- I would like to understand how you see this.
- Can we talk about how we work together?
- What do you need from me on this?
Navigating Change in the Workplace When Leaders Disagree
Conflict tends to spike during change. Stakes are higher, information is thin, and everyone is tired.
Navigating change in the workplace takes a united front, even when views differ. Here is what helps:
- Settle your disagreements in private, then share one clear message.
- Acknowledge what the change means for people, not just the plan.
- Keep feedback flowing in both directions.
Teams watch their leaders closely. When leaders handle conflict with care, it gives everyone else permission to do the same.
Take the Next Step for Managing Conflict Between Senior Leaders
Try one step this week with a colleague you have been avoiding a tough conversation with. Start small and stay curious. Progress beats perfect.
Want support? Visit HumanityWorks to explore coaching and programs for leadership teams.
Humanity Works because of you!
Kate and Debbie
Kate Roeske-Zummer and Debbie Cohen are the cofounders of HumanityWorks and the authors of Humanity Works Better.
Frequently Asked Questions
Q: What is the first step in managing conflict between senior leaders?
A: Get curious about the other person’s view. Understanding comes before solving.
Q: Is conflict between senior leaders always a bad sign?
A: No. Healthy disagreement improves decisions. It becomes a problem when it turns personal or goes unspoken.
Q: How can leaders help with navigating change in the workplace?
A: Speak with one voice, acknowledge how people feel, and keep feedback going in both directions.
