Clear the Air to Move Forward: Why Productive Conflict is Essential in New Leadership Transitions
“People hold back until the air is cleared," - division manager, six months into a turnaround.
When you step into a new leadership role, everyone, including you, is trying to make a good impression. That’s understandable. But while this builds relationships, it doesn’t necessarily strengthen them.
Progress requires more than politeness, it requires truth. Your team needs to be able to disagree, speak candidly, and name what’s getting in the way.
That means creating space for productive conflict.
As that same manager put it:
"It's a tough little exercise, though, of getting conflicts out and getting them settled. But after you've survived it, people begin to feel good with eachother. Absolutely straightforward."
So how do you engage in this “tough little exercise”? Start here:
Observe disengagement: When team members tune out, avoid tension, or dismiss each other’s input, take note.
Gather examples: Track patterns, not isolated moments.
Name the pattern: Raise what you’re noticing with the group. Ask what they see.
Invite resolution: If there’s a shared willingness, support the group in working through the underlying tension.
By naming what’s being avoided, you give the team permission to surface what’s been holding them back and clear a path forward.
Navigating conflict is uncomfortable. But when you’re new, you have an advantage: you don’t know all the history, and that gives you license to ask the questions that need asking.
Clearing the air isn’t just a culture move, it’s a performance one.
Want to learn more about creating productive conflict on your new team? Explore our leader advisory services.