As a CEO, business owner, or entrepreneur, there’s always something you can improve in your skills arsenal. Yet, the one leadership skill you realize you need to develop most is not what your director thinks it is. 

Which causes a bit of a conflict between what you want to pursue for professional growth and what “your bosses” say you need to get better at doing.

The One Leadership Skill Conflict

You definitely have in-depth knowledge of your company, industry, and good ideas about how to accomplish long-term goals. That’s likely what won you your leadership role in the first place.

Yet the skill your director thinks you need a boost with most is mentoring or developing others.

But, in truth, you know you’re really looking for a way to be a better communicator. Someone who can effortlessly and effectively manage conflict.

Why the Discrepancy?  

Think of the gap between what your directors say you need and what it is you know you need as a conflict of interest, in a way.

Directors are in play to ensure your company’s strategies are followed and objectives are met. They analyze and monitor employee progress towards achieving goals and meeting or surpassing set targets.

You, on the other hand, are in the business of managing your greatest company asset.

People. Teams. Front-line workers.

Balancing Company And Team Member Needs

Of course, your job is to make sure the right people are in the right seats to get the job done.

However, you have to balance that job with that of taking care of humans.

Humans who naturally disagree. Who have conflicts with other team members. Or have a problem with their growing list of assigned duties.

And, they avoid talking about. But it most definitely affects their performance.

So, it’s your job to help resolve the conflicts they have. Be they internal limiting beliefs, or external stressors or triggers.

What One Leadership Skill Do You Focus On?

In my professional opinion as an executive leadership coach, the choice on where to focus is a simple one.

Conflict resolution, especially in today’s climate, is essential to lead and grow strong teams. And, it’s one that takes precedence over mentoring others.

I’m not saying that both of these skills aren’t important.

What I am saying is that if you have team members in constant conflict, expressed or suppressed, you won’t have much of a team left to mentor or develop if it’s not resolved.

Being a strong resolver of conflicts allows you to build deep trust with your team. It allows your people to feel safe to come to you when something isn’t working knowing that ultimately your goal is to support them to resolve that conflict.

Final Thoughts On Conflict Resolution

Who do you think will fare better?

A leader who knows there’s conflict in and among their team and does nothing?

Or, one who does all they can to acknowledge and resolve conflict before it has a chance to permeate the rest of the team and affect the company’s performance?

For directors reading, understand this. Company goals are met by harmonious teams. And, it’s easier to mentor and develop future leaders when your team turnover rate is low.

And, as for you leaders, drop me an email at if you need some insight on addressing conflicts within your team. I’m here for you.