Executive team conflict is often treated as a sign that something has gone wrong. In reality, it is a sign that something important is happening. Whenever smart, experienced leaders are asked to make high-stakes decisions under pressure, disagreement is unavoidable.
The issue is not conflict itself. The issue is that most executives were never taught how to do conflict well.
Where Executive Team Conflict Really Comes From
At the senior level, conflict is rarely about one person being difficult. It is most often structural, systemic, and deeply human.
- Unclear Roles, Goals, and Decision Rights
When clarity is missing, conflict fills the gap. Executive teams frequently lack shared understanding around who owns which decisions, how trade-offs should be made, and what success truly looks like across the enterprise. Leaders end up defending their function instead of advancing the whole.
- Resource Constraints and Competing Priorities
Executives are constantly negotiating for headcount, budget, time, and attention. When resources are scarce, even well-aligned leaders can find themselves in opposition, especially when incentives reward functional success over enterprise outcomes.
- Strategy Disagreements Beneath the Surface
Most executive teams can agree on strategy at a high level. Conflict emerges in the details. Timing, risk tolerance, sequencing, and speed are where real disagreement lives. These differences are rarely made explicit, which allows frustration to build.
- Liminality and Organizational Change
Executives often lead while standing in liminal space, where the old way has ended but the new way has not fully begun. Mergers, reorganizations, promotions, and leadership transitions all create ambiguity. Ambiguity breeds anxiety, and anxiety fuels conflict.
- Misaligned Incentives and Enterprise Thinking
When some leaders are rewarded primarily for functional performance and others for enterprise results, tension is inevitable. Without explicit conversations about shared accountability, teams fracture along incentive lines.
- Ego, Identity, and Status Dynamics
Titles, access to the board, visibility with the CEO, and historical wins all shape how leaders show up. When identity and status feel threatened, even minor disagreements can escalate.
- Legacy Baggage
Executive teams carry history. Old conflicts, past failures, and outdated perceptions often linger long after individuals have grown or changed. Leaders end up reacting to versions of each other that no longer exist.
Conflict Between Executives Isn’t Always Mutual
One of the most challenging forms of conflict is asymmetrical conflict, where one leader feels deep tension and the other believes everything is fine. Low self-awareness, lack of curiosity, and unexamined habits can make conflict invisible to one party while exhausting the other.
Why Conflict Feels So Personal
Conflict activates deeply ingrained patterns formed early in life. Most leaders learned how to handle disagreement by watching their families, not by being taught effective skills. These unconscious patterns show up under pressure, even for highly capable executives.
What High-Performing Executive Teams Do Differently
Healthy executive teams normalize conflict and build shared language for navigating it. They invest in clarity, address issues in the room instead of outside it, and hold themselves accountable for how they engage, not just what they decide.
They understand that leading hundreds or thousands of people without conflict capability is not sustainable.
A New Expectation for Senior Leaders
Conflict is not a soft skill. It is a core leadership discipline. Executives who develop this capability strengthen trust, accelerate decisions, and model the culture their organizations need.
At Bright Arrow, we believe leaders have a responsibility to lead conflict well. The health of the enterprise depends on it.
Transcript
Tegan Trovato
Today, Maggie and I are unpacking the real drivers of conflict at work, where it starts, why it feels so personal, and why so many leaders struggle with it. We see these patterns every day in our coaching work, and understanding those patterns is the first step toward navigating conflict with more skill and self-awareness.
Why Bright Arrow Focuses on Conflict
Maggie Gough
Hi, everyone. Today, I am with our CEO, Tegan Trovato, and we are going to talk about conflict, which we have talked about on the podcast before, and I will certainly link all of those episodes into this one. But today, we wanted to actually talk about the things that lead to conflict, because I think a lot of people feel like that if they could have the opportunity to understand more about all of the things in the mixture that lead up to the thing, that that would help prevent some.
And I will pass it off to Tegan to tell us a little bit more, and I’m going to start with an obvious question, which is, why does Bright Arrow specifically focus on conflict a lot, and where does your personal interest come from?
Tegan Trovato
Yeah, well, we focus on it because we’re so close to it in the executive coaching. So in the one-on-one engagements with executive coaching clients, they are very often telling their coach, you know, how they’re in conflict with someone or their boss, or they feel stuck or in an unhealthy relationship with someone at work trying to get the work done. And so we know our individual leaders are in conflict.
Then when we coach executive teams, there’s always conflict in the team, and that’s normal and healthy. Here’s the thing. Conflict should be happening.
It is natural. However, most of us haven’t been taught how to do conflict. And so it is then on the executive coach or the team coach from Bright Arrow to help introduce some concepts of healthy conflict navigation.
And that can be a very personal journey at the individual level and a very emotional journey at the team level. So that’s why we, as a firm, focus on it. As an intervention, we will sometimes do conflict coaching between pairs or triads inside of an executive team.
It’s always part of our team coaching agenda. Then my personal interest in it goes back decades. So little young Teagan in her undergrad, I was interested in conflict back then.
So my undergrad was in communication, but, you know, I went to research-based college, and so I got to complete an undergraduate thesis preparing for potential graduate work. And my undergraduate thesis was on teaching employees conflict resolution skills as a way to create empowerment in the organization. So that is so hilarious to me when I look back.
And it took me a long time to connect back and realize that about my previous life because I then went on for decades and did different work and development work with leaders. But here we are back full circle because it’s warranted. It is what people need.
And then on a super personal note, you know, I grew up in a household that did not do conflict well. And I was very interested in not repeating my family pattern. I did not want my family to look like this that I built.
I don’t want my romantic relationships to feel like that. So in a very deeply personal way, I just wanted my own life to be different. And so I did a lot of work to skill myself in this and to seek relationships so I could practice healthy conflict.
And it’s always a work in progress. I’m very humbled to say I am always still working on this too, which makes me a good empathic coach when it comes to this. And it’s part of what we pass on to our coaches as they work on conflict with their clients for Bright Arrows.
So deeply personal.
How We Learn Our Conflict Patterns
Maggie Gough
And, you know, I think we can all appreciate we all have experiences in our life where we have learned to do conflict better. Hopefully we have had experiences. I wish for all of our listeners that you have had the opportunity to learn how to do conflict better than you were doing it in any relationship because it’s so rich and invaluable for all of our relationships and the way that we exist in the world.
Because as you said, there will always be conflict. And when we’re not doing it well, it is so deeply painful and we feel misunderstood and frustrated. So and, you know, with today’s topic being specifically related to what leads to conflict, I’m curious, what are the things that we don’t often realize about conflict?
Tegan Trovato
Take us back to your thesis.
I’m putting on my thick nerdy glasses for this one. First and foremost, I’ll just share something that I shared with a think tank in New York City I just led on conflict.
We were talking about conflict at work. That was what the think tank was about. It was conflict in the executive suite.
And I asked everyone to reflect on how they learned to do conflict to themselves. How was it modeled for them? And I asked this question a lot when I opened rooms that were working on conflict.
Most people will reflect and say, I’m my dad, or I’m my mom, or I’m this parent, or I’m this relative. And I’m like, what does that mean? And then they get into the dynamic of like, my mom would explode and my dad would shut down or vice versa.
I have yet to meet a single executive who was like, you know, my parents did conflict really well. And so I’ve modeled myself after them. I think we’re all generationally trying to do better.
And so it is so fascinating because I’ll open something that feels like it’s going to be a work topic, but then I’ll ask them to reflect on their childhoods privately and really think about like, what was I told about conflict? Was I taught that it’s bad? Was I taught that I was bad if I did conflict?
Was I taught that I had to win in order to be respected? You know, like we have these narratives that are often unconscious about what it means to be in conflict. That is one thing I would ask if you’re listening to this episode is to reflect yourself on like, whose behavior have I adopted in doing conflict?
If we’re lucky along the way, we’ve learned something new. We found someone else we wanted to aspire to be more like during conflict. The second question I’ll ask is how they’re playing out their own family patterns at work.
A lot of times people will find that they are embroiled in repeated patterns, that they’re either attracted to someone who does conflict a particular way because that’s how they know how to engage in conflict, or they’re the pleaser and they want to make everyone happy. And that’s the role they play and they sacrifice their own voice. Everyone listening probably knows some of these archetypes for conflict, right?
Yeah, I’m withholding my nervous laughter. Right? I have my own still.
I still have my own. And again, I know you’re also deeply reflective and introspective. Even when I do conflict like with my romantic partner now, I can feel my nervous system shaky.
Like I’m still doing conflict better than I ever have, but there’s this like cellular wiring I have about conflict making me uncomfortable, you know. And here I am seeking it out, not seeking out conflict, but seeking out the growth in this, you know. So, and even when you and I have been in conflict at work, like I don’t feel as jittery about it as I do in my personal life, but like I so appreciate that you and I have done so much work on how we show up for tough conversations in conflict that we’ve literally ended conversations together.
I’m like, Becky, thanks for all the work you’ve also done that we could have such a healthy conversation about something so hard.
Maggie Gough
And we’ll sometimes start conversations like, look, this is the thing I’m really uncomfortable talking about and I’m still working on it and I might not ever be better than I am right now. So, I’m gonna dive in and it’s gonna be messy, but here we go. And I think all of you listeners right now, pause and imagine, could you imagine saying that to your boss or a co-worker?
I mean, this is the dream. This is the goal that we can actually bring some of our own messiness into the room and that there could be psychological safety to share that and navigate through it with somebody who is going to be messy in their own ways. And everybody’s coming to the table willing to have some of that, but work through it together to whatever end.
Tegan Trovato
Yeah, love it. Yeah, we are so lucky to have that in our culture here. And so, I would say conflict is normal, one.
The second thing most people probably all know, conflict is hard. So, that’s a truth we need to share. And then the third, I think, and this kind of dovetails with what you were just sharing, Maggie, is that the most painful part is that even if you are highly skilled in conflict, that does not mean anyone around you is.
We have no control over anyone other than ourselves when times are tough or when we’re in conflict. Even if you’re values driven, super empathetic, wanting to have this, you know, vulnerable conversation, that does not mean that the person we’re in conflict with is skilled for it or open to it. And that is hard at work.
We cannot make people do the thing with us. So, I think that’s something I want to call out as we think through this is we can’t always solve conflict if the parties around us are not interested in the resolution and engaging in it. And that makes it really hard.
It makes it scary to even broach the topic. So, I just want to have some reverence for that.
The Root Causes of Conflict at Work
Maggie Gough
Well, you know, I’ve heard over the years through leadership development, conflict is normal, conflict is healthy. But I think pairing conflict is normal and healthy and it is also still hard and it is also still uncomfortable, I think creates space for all of our own personal challenges, right? Conflict is normal and healthy does not mean that we’re all existing in work in a dream state and happy all the time.
That’s not what that means. It is normal, healthy, and challenging and uncomfortable. All of those things can coexist.
So, what are some of the root causes of conflict? How does it come to the table?
Tegan Trovato
None of these are going to surprise anyone listening. Besides our parents. Yeah, besides our parents messing with us and messing us up.
Love you parents. Yeah, love you mom and dad. Yeah, we’re actively messing up our own kids as we speak.
We’re just trying to do it less. I don’t know.
Maggie Gough
For sure.
Tegan Trovato
Causes of conflicts across a company or across a team. Resource constraints. Everyone’s got them.
Yeah. So, we’re vying for the same resources. Headcount, money, contractors, consultants, you name it.
Time. Unclear roles and unclear goals. So, if you’ve ever heard me talk about team coaching, clarity is queen.
It is everything. If you don’t have it, then you will just have conflict in its place. Like, that is the equal.
That’s the simple math on that. Poor communication habits. So, that’s really part of what leads to the lack of clarity is that we aren’t communicating well.
Something I think people don’t give enough credence to that I would encourage everyone to think about is that conflict is really values-oriented. We are misaligned in our values when we are in conflict. And so, there could also be a difference in personalities.
That’s very common. Again, there’s nothing really wrong with anyone’s personalities. They’re just different from ours, but operating with that belief is hard in application.
There can be clarity. This is another point. This could be clarity about what it is the team must deliver or the enterprise must deliver, but there may be misaligned KPIs between teams.
So, I think that’s one that we see a lot. And then inside of companies, culture clashes. So, where we see this a lot is like the old guard versus the new guard.
Companies are in a constant state of transformation, transforming this, transforming that. And so, we bring in outside perspectives, whether that’s consultants or new leaders that need to help us innovate or lead us into the bright new future. The old way is hard to let go of, and it’s hard to embrace and trust a change agent to lead us into the new place.
So, there’s this old guard, new guard thinking. I think we’re also in what feels like a constant state of liminality. Maggie, I know you know what this is, but for those of you listening, I do know what it is, but I’m also like, what?
Maggie Gough
Explain to me what you mean by a constant state of liminality.
Tegan Trovato
So, liminality is simply defined as the old way has ended, but the new way hasn’t really begun yet. So, M&A is a great example of liminality. We know we’re about to be acquired, or we have been, but we haven’t started operating under the new paradigm, the new leadership, the new brand.
That’s a very obvious example, but there’s many examples of liminality at the team level. It could be a role change. You could have gotten a promotion, but you haven’t stopped doing the old job, so your new way hasn’t really begun, and you’re sort of stuck in the middle, right?
So, that constant liminality that we have at various levels of the organization can be draining and lead to conflict. So, reorgs, layoffs, shifting priorities, you name it. These are all conflict-associated transformations or changes.
And by the way, job loss, the threat of losing a job, which we’re in a time right now, unfortunately, where that’s been common. We don’t know when layoffs are coming or reorgs are coming. Since COVID, job loss became a workplace trauma.
So, the threat of losing your job or actually losing your job is considered traumatic when it’s not in your control. So, when you think about people being in conflict, threaten them with trauma and see what happens for humans, right?
Maggie Gough
Well, and we think about job loss, that also amplifies a lot of those things you named earlier, you know, lack of clarity, because we’ve had mass job loss creates mass structural changes, right? Job loss also leads to, you know, values issues in the organization. I mean, so, that one singular thing, when you said it just amplified all of the other ones that you started with.
Tegan Trovato
Yeah, it’s rich. And then, you know, I think accountability issues, and there’s different ways to view an accountability issue. One, you could have high performers who are carrying low performers.
We see that a lot in low accountability cultures. Teams could be blaming each other for missed goals. And it could just be a culture where no one owns outcomes.
Like, you know, we have seen inside of organizations where there’s talk tracks about accountability and results. And then you ask, well, who’s accountable? And to what results?
And everyone puts their hands up in shrugs, and they’re like, we’re not really sure. So, I think there’s the accountability issues can be a super driver of conflict inside of organizations as well.
Maggie Gough
Yeah. So, as you’re talking, I literally can think back to different conflict I’ve had through the course of my career in each one of those lanes. With the exception of one that I thought, you know, that’s particularly unique.
I actually have had this experience on an executive team, and it was mergers and acquisitions as a liminal space, and creating tension around what’s going away, what’s new, the amount of change that’s occurring. Also, there’s a dynamic and that transition where there’s only a handful of people that often know what’s happening. And so, there’s just a lot of navigation that’s happening behind the scenes and with the rest of your team.
And so, I want to ask you about how executive teams experience conflict differently in the organization as opposed to other layers.
Conflict in the Executive Suite
Tegan Trovato
Yeah. I think at the executive level, most conflict is sourced in structural issues. So, that can feel personal, but it’s actually structural.
And so, what I mean by that is, for example, decision rights. Who gets to decide what? It is so ambiguous in the C-suite or in the executive team level.
It would kind of blow your mind, because you would think when you think of their titles, it’s really clear who’s going to own what, but it’s often very unclear. But there’s a lot of interdependencies at that level.
Maggie Gough
And so, while job title might make it seem clear, the interdependencies that exist among a leadership team would create some confusion.
Tegan Trovato
Exactly right. You have hit the nail on the head there. So, where we see that sourced for executive team is often strategy disagreements.
It’s not what are we going to do, but it’s when are we going to do it, how are we going to do it, how fast are we going to do it, how risky are we going to be while we do it, right? There’s a lot that goes into the strategy disagreements. It’s crazy to say this, but I’m going to say it.
It might actually be the easiest work for an executive team to agree to the strategy. I think it’s all the components I just named underneath that strategy that’s where that conflict really lives. And then, misaligned incentives within an executive team.
It is not unusual to see heavy weighting for incentives for some of the execs, but not for all. And that kind of usually points back to their functional area, which does not incentivize them to act as a team, which leads to conflict. They are then incentivized to their autonomy.
So, we will often see conflict in the executive team because you’ve got part of the team that’s just taking care of their shop, because that’s what they’re paid to do and incentivized to do. You’ve got part of the team that’s like, no, we need the entire company to perform, and that’s only going to happen if this team performs well together. And so, they’re then frustrated that there’s not more enterprise thinking.
So, for example, like finance wants efficiency, product wants investment, HR wants to optimize culture, the CTO wants to optimize speed, right? So, getting aligned there is important or there’s just going to be splitting. Another place we’ll see it in the executive team is ego, identity, and status.
So, things like titles, visibility to the board, approval from the CEO or the team’s leader, needing to feel like you were right, those all come into play under this category of ego, identity, and status. So, I’ve been lately saying, you know, as someone being a pick-me exec, if you’re familiar with that pop culture term of like, pick me, I’m the right one, I did the best.
Maggie Gough
You know, say, in fairness, again, you come up from your functional area and you learn to, you know, you’re driving the success out of that area and you’re really learning to get those wins to your boss who’s going to bring them into the executive team. And so, you come into an executive team kind of with that culture of being the like, I can bring the win, I can bring the win, and then now you’re expected to come and work more as an interdependent team. You can see how that would lead to some conflict and some adjustment.
Tegan Trovato
Yes. And as you say that, I’m sitting here thinking, and for decades, they were patted on the back for that behavior. So, unwiring that, for all of us, all of us have been wired to that.
Unwiring that is hard work. So, I appreciate you bringing that up. Low trust, of course, is an issue that leads to conflict.
So, where we see that in executive teams are pre-meetings where people are aligning in little groups before they get with the broader team or the meeting that happens after the meeting to talk about things that they should have said in the meeting. So, these are really toxic, frequent behaviors. Gossiping, withholding information as a strategy, these things happen.
And healthy teams don’t do any of those things, but it takes some work. And oftentimes, people don’t know that it is as toxic as it is. It’s just a normal way of operating for some folks.
And so, just becoming aware of it’s important. There’s a couple more. One, at the executive level, we will see different leadership philosophies, which should be welcomed, right?
But when your peer is like a high control leader, meaning they’re very in the details. They know what each one of their people are doing. Every week, they could tell you exactly what’s going on in the sub-functions.
Or a high autonomy leader, where they’re like, you go do your thing. You come and tell me if something’s on fire and bring me the solution, right? Both of these philosophies are absolutely fine.
But most of us don’t appreciate a different style from our own. And so, there’s a lot of judgment within an executive team about how the peers are sometimes leading their direct reports in order to get work done. Because you can feel the difference when the teams are engaging with each other.
So, as the cross-functional teams engage, you can tell they’re led differently, but that really should largely be okay. But that is a real sign of maturity in an executive team that all the execs are like, yeah, she totally leads differently than me, but it’s cool. I’m waiting for that moment.
Maggie Gough
We love our allegiances. You know, we want to feel like that we’re on a winning team and our team’s the best and all those things. So, that makes sense, too.
Tegan Trovato
And then, you know, one thing that I think we don’t talk enough about outside of the executive team is that the CEO’s operating style can be a major source of conflict. They may naturally play favorites. We all have our favorites.
The key is to not show it. It’s natural to, you know, usually we like people who are most like us. This is just basic psychology, but a really mature leader tries to be conscious of that and lead in a very equal way across their team.
The CEO may be sending mixed messages. That happens a lot. In reverence to the CEO, CEOs think way far ahead, and they can make quick decisions way faster.
They just synthesize things faster. There’s sort of this muscle and intuition CEOs have. So, they’re ready to go, and they’re ready to change things, but the organization is slow.
It is an organization, right? They may be sending mixed messages about what they want or changing it frequently. Another point in this behavior is they may be giving different instructions to different leaders, partly because of that.
Because they had a thought and changed their mind but didn’t communicate it well, and then the next meeting they have, they’re giving a different set of instructions to the different set of execs. Or they may avoid conflict entirely. This is part of why we get calls at Bright Arrow to come work with executive teams, is CEOs sometimes just aren’t wired for it, or they don’t have the skill or the interest for it.
And so, we will largely end up having to come in and help them do some of that work while we try to teach the CEO how to do that work better, because, you know, a healthy CEO can figure it out and make it work with their team. And finally, legacy issues. So, we’ve talked about this maybe as a different podcast episode, but executive teams who’ve worked together in some capacity carry history.
They carry old wounds. They carry old wins. And sometimes they’re reacting to a version of a colleague who doesn’t even exist anymore.
So, what I mean by that is, like, you may have beef with someone who has actually changed that part of themselves or healed that part of themselves, but you still treat them like the version they were four years ago, and they can’t get out of that mold, right? There’s a lot of complexities to the legacy issues, as you can hear. Like, that one concept is so rich.
So, when we join executive teams in conflict, we will often have to mostly privately work with them to unpack the old baggage they’re carrying around. But sometimes we have to do it as a team, because you can’t really move forward dragging hundreds of pounds of old story behind you.
One-to-One Conflict Between Leaders
Maggie Gough
So, you talked a lot about conflict in teams. How does it show up, or what causes conflict between individuals? One-to-one beefing.
Tegan Trovato
Yeah, one-to-one beefing. That’s going to be the new, the way we refer to the team intervention. If you have one-to-one beef, call us.
We’re going to help you with the beefing. Great marketing. You know, I think that one-to-one, there’s this element of exhaustion that exists between two leaders that are in conflict.
Like, they’re tired, you know? That’s one thing that we’ll see often. A lot of times, we’ll see, this is going to sound crazy, but if anyone’s dealt with this, they will recognize this right away.
Sometimes we’ll have one leader who’s like, we’re in conflict. I need this to stop. And then we’ll have another leader that’s like, I don’t know what he’s talking about.
That sounds terrible. It is pretty terrible. But it’s, I mean, you know, a skilled coach knows what to do with all of that work.
So sometimes there’s not even agreement that there is conflict or about what the conflict is about. Which would lead to so much misunderstanding between two people trying to work together. Totally.
Another thing that drives that can be low self-awareness. So, I mean, that could arguably be tied to my previous point, but it isn’t unusual that an exec may find out they weren’t aware of how they were coming across. I’ve had those moments.
I mean, we all have those moments. So we have moments of low self-awareness, but I’m talking about more chronic low self-awareness that we can see manifest between two execs. And then finally, what drives a lot of interpersonal conflict is just flatly a lack of curiosity.
Like I’m not curious about why you’re doing things a certain way. My way is the way. And I feel judgmental of you when you don’t do it my way.
And that shuts it down. There’s no relationship. There’s cloning.
And we don’t want to be clones of each other, right? So there’s a real lack of curiosity for executives who are in conflict. And then I think largely the stuff that happens at the team level can be the undercurrent between the interpersonal conflict, but the interpersonal tends to be a little more personal, like some of the things that was talked about.
The One Thing Leaders Should Take Away
Maggie Gough
The lack of curiosity is so fascinating because I mean that oftentimes there’s a lack of curiosity, but then that also means that you’re at a lightning pace coming to judgments. And then those judgments, then people feel misunderstood and that can go on and on. So that lack of curiosity really hit home for me.
And I often in conflict in my own life, I think, oh, I wish that person was more curious about what was actually happening for me. Oh, if there’s one takeaway today, it’s like before when you’re feeling really upset with someone, what are you not being curious about? Okay, so I’m just going to bring this home on this one.
So if there’s one thing, I said my one thing was the curiosity piece. But if there’s one thing that you wanted leaders to understand about conflict in general, what is it that you want them to take away from this podcast?
Tegan Trovato
Oh, God, I’m so passionate about this topic. It’s hard. I would challenge everyone to be curious about themselves when it comes to conflict.
Really challenge yourself. And I think as an executive, it is worth picking up a book. Just find something that speaks to you about conflict so that you can anchor into the normalcy that conflict is and maybe learn some new frameworks or mindsets when it comes to conflict.
That’ll help you level up really quickly. I’m going to be real blunt about this. I think it is irresponsible to be allowed to lead hundreds of people and not know how to do conflict well.
But it starts with us and it starts with our curiosity about ourselves. And then we have a responsibility to have expectations for our team members about how they do conflict and the culture we’re going to create inside of companies. When it comes to being in conflict, as we have made very clear, conflict is normal, it’s going to be happening.
Do you want to create a culture as a leader where that’s done well? And do you want to show them how it’s done? Do you have the skill?
No, you weren’t born with it. And we’ve established the modeling is probably not great for most of us. So if you have one thing to focus on for the next year, try learning a little more about conflict and your role in it and your habits and your leadership.
Maggie Gough
We’re here on this podcast because we want to be leaders. Why not be a leader in conflict as well? Love it.
Well, thank you everyone for listening today. And we have loads of resources on conflict. We’ve got previous podcasts and we’ve also got some downloadable resources.
So we’ll be sure to link those in the show notes. Thanks, Tegan. Thanks, Maggie.
Tegan Trovato
I hope this conversation helps you see how conflict is something normal and something you can lead through with intention. We’ve included additional resources and past episodes in the show notes if you want to explore further. Thanks for joining us.
