Culture & Change

I’ve worked with a lot of middle managers—the ones who bridge the frontline and the executive suite. It’s one of the most critical roles in any organization, and often where strategy either takes hold or falls apart. One reason why: conflict avoidance. Managers promoted for their individual skill aren’t always prepared for the interpersonal dynamics of leading others. But what if conflict isn’t the threat we think it is? What if it’s actually a gift?

I once briefed an executive team on assessment findings about their talent infrastructure. I invited questions, encouraged dialogue, checked in often. The senior leaders engaged. The mid-level managers — the ones most affected by the findings — said almost nothing. I later learned the group stayed 20 minutes after I left to really talk. It wasn't me, or the findings. It was the culture. Why is it so hard for people to be vulnerable in meetings?