7 Steps for Resolving Conflict Effectively

Cathie Leimbach • April 19, 2022

We all know that every individual is unique. People have diverse goals, backgrounds, education, personalities, experiences, and personal preferences. So, it shouldn’t surprise us that we often disagree on what to do or how to do it. When disagreements arise, it is important to resolve them respectfully without succumbing to heated relationship-damaging conflict.  Differences of opinion and perspective arise frequently. When they become emotionally charged, we aren’t likely to think clearly or agree on productive solutions. Consider these 7 steps for resolving conflict respectfully.


1.      Find a safe and private place to talk.

Gather in a place where only those involved in the conflict are within earshot and view of the discussion. Avoid other people gossiping or making assumptions that will complicate conflict resolution and interpersonal relationships.

 

2.      Clarify what the conflict is.

What is the disagreement about?  Be clear on what you are trying to accomplish together. Write down the common goal where everyone can see it to remind yourselves of the desired end result of your work.

 

3.      Let everyone have their say and listen actively.

Uncover the needs or factors each person feels aren’t being met by the current direction or other people’s suggestions.  Ask open-ended questions of each other to learn all the perspectives. Restate what you thought you heard to determine if you really understand their thoughts and feelings or need further explanations.  Go around the room, giving each person a chance to be heard and understood without allowing any discussion on the merits of their ideas or concerns.  

 

4.      Determine possible ways to meet the common goal.

Now that you have clarity about the common goal and have truly heard everyone’s individual perspectives, list all the options anyone can think of to accomplish the goal. Withhold discussion about the merits of any option until all options suggested are captured on a whiteboard, flipchart, or screen.

 

5.      Select the best solution.

Identify the common elements in the options. List the pros and cons of each option on flipcharts so everyone can see them. Discuss which pros will be most impactful in achieving the goal and which cons will be most detrimental.  Determine which options everyone believes are strong enough to consider further.  Explore the merits and weaknesses of these in more depth. Ask questions of each other to increase everyone’s understanding of options still on the table. Then, have every person rank the options. Drop the options which nobody or few people rank first or second.  Check if anyone wishes further discussion and then ask each person which of the remaining options are their first and second choice. Discuss the impact of the differences in the options which receive lots of votes and then come to consensus or vote on which one to implement.

 

6.      Be clear on how the chosen solution will be implemented.

What steps will be taken by whom to move forward. Write down the steps, the responsible persons, and the deadline dates. Circulate this document to all involved.

 

7.      Evaluate progress and hold each other accountable to achieving the goal.

Determine when everyone involved will meet to share their progress and address the obstacles that are encountered. Ask for help when you run into a bottleneck. Continue to schedule progress review meetings until the goal is achieved. Once the goal is achieved, or along the way, discuss and write down lessons learned and strategies for reducing future conflicts.

 

Sometimes different perspectives can be understood, options considered, and the implementation plan drafted in an hour or less. In more difficult situations, it could take multiple meetings over several days. However, as long as everyone agrees on the goal to be achieved and the goal has a meaningful impact on the organization’s results, the time is well spent. The goal will be accomplished, people will feel respected, and the foundation will be laid for ongoing group trust, engagement, and results!

Performance Conversations: Clarity Is Kindness

By Cathie Leimbach • July 7, 2026
Most leaders want better performance. They want employees who take ownership, meet expectations, solve problems, and continue growing. Yet many leaders seldom initiate performance conversations – and when they do, it doesn’t go well. Leaders often hesitate because they fear discouraging people. Employees, meanwhile, don't know if they are missing the target. This can be costly. Research highlighted in McKinsey's Courageous Conversations article found that organizations with strong performance practices are four times more likely to outperform their peers. Yet fewer than one-third of employees believe performance reviews actually help them improve. The problem is not just a lack of performance conversations. It's a lack of clarity. The article points to a simple but powerful distinction: separate the hardware of performance from the software of performance. The hardware includes facts, goals, KPIs, commitments, timelines, and standards. The software includes tone, timing, relationships, empathy, and intent. When leaders clearly explain the facts while delivering them with care and respect, employees become more receptive to improvement. Strong leaders don't judge people—they diagnose work.  They focus on behaviors, actions, and results rather than character. They clarify expectations, provide coaching, and create frequent opportunities for alignment. In high-performing cultures, clarity isn't viewed as criticism. It is viewed as support. As the article notes, "Clarity is a kindness, and ambiguity is a burden." Employees deserve to know where they stand, what success looks like, and how to improve. When leaders provide that clarity with dignity and respect, performance conversations become growth conversations. And growth is where better results begin. Download the Performance Conversations: Hardware & Software Checklist for Leaders and learn how to have everyday performance discussions that include opportunities for growth, accountability, and stronger results.

Trust-Building Conversations

By Cathie Leimbach • June 30, 2026
Most workplace tension doesn't come from major conflicts. It comes from too few conversations. A disappointment that was never discussed. A broken agreement that was never repaired. Appreciation that was never expressed. Over time, these "withholds" create friction that slows collaboration, weakens trust, and makes even simple conversations feel difficult. The strongest teams don't avoid tension—they address it early. Research highlighted in a recent McKinsey article found that unresolved tensions can significantly reduce team effectiveness, while high-trust teams consistently outperform their peers. The difference isn't the absence of problems. It's the willingness to talk about them. One of the most practical leadership habits is creating regular opportunities for transparent interaction. That includes appreciation. People should hear what they're doing well far more often than they hear about their shortfalls. Specific, genuine recognition builds trust over time. Those trust deposits matter because once positive relationships are built, difficult conversation are more likely to accept the message . When correction is needed, reinforce that you value the person, even though they aren’t perfect. The goal is growth, not judgment. But leaders should be careful not to make appreciation transactional. If positive feedback has been absent for months, suddenly offering praise immediately before a critique usually feels insincere. Trust is built through a steady pattern of recognition, encouragement, and honest conversation—not a last-minute compliment. Transparent leaders also address issues early. Small frustrations become large resentments when left unresolved. Teams that clear the air quickly spend less energy managing tension and more energy producing results. The result? Less friction. More trust. Stronger relationships. Better performance. Because healthy conversations don't just solve problems—they strengthen the team. Free Leader Guide: 5 Practices for Trust-Building Conversations The best leaders don't wait for tension to become conflict. They build trust before it's needed. Download our 5 Practices for Trust-Building Conversations guide to learn practical ways to strengthen relationships, reduce friction, and create a culture where honest conversations lead to better performance. Download the guide and start building trust one conversation at a time.