Tips for Addressing Organizational Tensions

Conflict gets a bad rap in the workplace. Early in my career, I believed conflict had no place in a healthy workplace. As I progressed, I realized that it was quite the contrary. The lack of conflict isn't a sign of a healthy work culture, rather it is an indication that important debates, discussions and differing viewpoints are being disregarded or suppressed. This insight revealed another key aspect: high-performing teams do not shy away from conflict. They embrace it, leveraging diverse opinions to drive optimal outcomes for customers. What sets these teams apart is their ability to handle conflict constructively. So how can this be achieved? I reached out to my friend Andrea Stone, Leadership Coach and Founder of Stone Leadership, for some tips on effectively managing conflict in the workplace. Here's the valuable guidance she provided: 1. Pause: Take a moment to assess your feelings in the heat of the moment. Be curious about your emotions, resist immediate reactions, and take the time to understand the why behind your feelings. 2. Seek the Other Perspective: Engage genuinely, listen intently, show real interest, and ask pertinent questions. Remember to leave your preconceived judgments at the door. 3. Acknowledge Their Perspective: Express your understanding of their viewpoint. If their arguments have altered your perspective, don't hesitate to share this with them. 4. Express Your Viewpoint: If your opinion remains unswayed, seek permission to explain your perspective and experiences. Remember to speak from your viewpoint using "I" statements. 5. Discuss the Bigger Objective: Identify common grounds and goals. Understand that each person might have a different, bigger picture in mind. This process can be taxing, so prepare beforehand. In prolonged conflict situations, don't hesitate to suggest breaks to refresh and refuel mentally, physically, and emotionally. 6. Know Your Limits: If the issue is of significant importance to you, be aware of your boundaries. For those familiar with negotiation tactics, know your BATNA (Best Alternative to a Negotiated Agreement). 7. Finalize Agreements: Once an agreement has been reached, continue the engagement to agree on responsibilities and timeframes. This ensures clarity on the outcome and commitments made. PS: Approach such situations with curiosity and assume others are trying to do the right thing. 🔁 Useful? I would appreciate a repost. Image Credit: Hari Haralambiev ----- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

Even as a seasoned executive, I still feel that knot in my stomach before a #tough_conversation. With a team member whose performance is slipping. A peer creating friction. Or a partner across the table when I have to deliver bad news. I’ve learned that avoiding it only erodes trust. A while back, I had to tell a long-time partner that a key project milestone would be missed due to an interconnection delay beyond our control. I knew it would land hard - it meant financial strain for both sides. I could’ve sent an email. Instead, I picked up the phone. I acknowledged their frustration, laid out the facts, and - most importantly - offered options for moving forward. It wasn’t an easy conversation, but it preserved the relationship because it became a negotiation, not just bad news. Here’s what works, whether you’re talking to a subordinate, a peer, or a counterparty: - Lead with context, not blame. Show why the conversation matters and connect it to the bigger picture. - Be specific—and bring options. Don’t just drop the problem. Share what’s at stake and what’s possible. - Invite dialogue, not just agreement. Pause. Ask, “How does this feel to you?” or “What’s the best way forward from your perspective?” Even after decades in leadership, I still feel a flicker of discomfort before these talks. But that discomfort is a signal - you’re about to build trust, not lose it. How do you handle the tough talks?

Many leaders are competent in preparing for a meeting or conversation. They have a plan with clear goals and objectives and what they must do to achieve them. That’s great - preparation is critical. But it’s not just about what we need to do. We should also consider our intentions for how we will show up, especially when debate and conflict are expected. Our energy as leaders affects the energy of the room, especially when considering a situation where a team is up against an obstacle. As we’re preparing, we can get curious and ask ourselves a series of questions: -> How might I show up to keep us centered on the purpose? -> How might I ensure mutual respect amid disagreement so that everyone makes each other feel seen, heard, and supported? -> How might I remain calm and receptive to the collective truth, with my individual beliefs being a piece of the puzzle? -> How might I seek to build a genuine connection despite any tension? -> How might I create a flowing conversation where it's easy to provide input and push back on areas that seem off base? -> How might I uplift others? A practical example: ____ Let’s say we’re going into a meeting with a client whom we know is frustrated due to consistently missed deadlines. Our meeting objective is to align strategies to overcome the diversion from the original plan and get back on track. However, we know that with the inherent tension, the meeting outcome is more likely if we start by ensuring the client feels seen, heard, and supported: 𝐒𝐞𝐞𝐧 Acknowledge the truth - we missed deadlines, understand there is frustration present, and we’d like to work together to get back on track collectively. 𝐇𝐞𝐚𝐫𝐝 Ask for feedback - allow the client to share their perspective and affirm the truth. Be accountable without explaining or justifying what led to the current situation. 𝐒𝐮𝐩𝐩𝐨𝐫𝐭𝐞𝐝 Lay the facts on the table - align the truths of the current situation and work collaboratively with the client to create a plan for course correction that addresses their concerns and meets their needs. ____ We set the intention on how we show up for the client in alignment with our values and principles (lead with who we are). Once the frustration is diffused and concerns are addressed, we move productively toward achieving the meeting objective (what we need to do). I’ve seen this work repeatedly in challenging discussions when leading with candor, transparency, and accountability. Absent of the intention in how we show up, the opposite course of action is the natural tendency to defend our team and engage in problem-solving. However, trust is hard to build when we seek to defend and justify our position. This all leads to reactivity, randomness, blame, and the victim mindset - an indication of the lack of self-leadership. Choose to set the intention beforehand and lead with who you are. ____ How do you prepare ahead of challenging circumstances? #saturdayreflection

What to do when your team is making a stupid decision. This thought, by itself, is a signal for you to slow down and seek better understanding. Thinking that people around you are stupid is a terrible way to enter into a discussion. First, you need to pause your own reaction. Ask open questions, restate what you hear, and test the assumptions beneath the current plan. This approach shows respect for other's thinking, surfaces gaps that might not be obvious, and softens any perception that you are challenging for the sake of challenging. As you listen, collect the facts, metrics, or customer feedback that best illustrate why a change might help everyone reach the shared goal faster. Once you have a clear grasp of both sides, turn your insight into a concise proposal that shows you have understood the situation fully. Anchor your message to outcomes the team already values (time to market, quality, customer delight, cost). Use evidence, small experiments, or quick prototypes to show how the alternative path removes risk or adds benefit. Invite teammates to create the solution so that the "new idea" is a collective win rather than a personal mission. Keep your tone calm and collaborative throughout the process. Choose settings that encourage thoughtful dialogue, such as one‑on‑one conversations or a short working session with the most relevant partners. Use “I” statements to own your personal perspective, and ask for reactions to keep the discussion balanced. If emotion rises, pause, summarize common ground, and suggest a brief break before returning to decisions. Finally, watch your own stress signals. Use preparation, breathing, or a short walk to stay steady. Remind yourself that disagreement is normal in creative work and that long‑term relationships matter more than winning a single debate. When the team adopts an improved approach, share credit freely; if they decide to stay on the original path, document your input, express confidence in the group, and stay engaged. Your composure and constructive focus will strengthen trust and increase the chances that your next suggestion lands even more smoothly.

When organizational changes or external factors create uncertainty, communication mistakes by leaders can unintentionally increase stress and anxiety for employees. As a department or team head, you must convey information thoughtfully. Key Takeaways: - Spotlighting only successes can make failure seem abnormal and prompt shame when things go wrong. Share lessons learned from challenges, too. - Provide "non-update" updates so silence doesn't fuel the assumption of impending bad news. - Balance future focus with recognition of accomplishments to date so teams feel capable. - Acknowledge hard times transparently without oversharing unconstructive venting. - Explain the rationale for surprises to prevent worst-case assumptions. Actions to Take: - Frame success stories as "belonging interventions" that normalize hurdles. - Regularly ask yourself, "What have I not said?" and evaluate what would be helpful to share. - Dedicate time in 1-on-1s and meetings to recognize recent wins. - Express confidence in overcoming current challenges based on past resilience. - Proofread messages to prevent unnecessary stress. Careful communication from leaders can provide stability amid uncertainty, boosting engagement and performance. #leadership #communication #organizationalculture