An HBR Executive Masterclass with Amy Gallo.
Most executive teams believe that harmony equals health. Meetings run smoothly. People nod along. No one pushes back. But according to Amy Gallo, author of HBR Guide to Dealing with Conflict and a renowned expert on the topic, that’s not a sign of alignment—it’s a sign of risk.
When senior teams avoid hard conversations, they also avoid the trade-offs, tensions, and competing priorities that make strategy real. As Gallo explains, “When an executive tells me they have a team that never fights, that things run extremely smoothly…that’s actually one of the biggest red flags.” In this HBR Executive Masterclass, Gallo breaks down why even seasoned leaders struggle with conflict—and why the costs of avoidance are so high. Beneath the surface of “artificial harmony,” teams often carry unspoken ideas, simmering resentments, and buried risks. Innovation slows. Decisions degrade. And leaders begin to back-channel instead of speaking openly. To change this dynamic, Gallo argues that executives must work at three levels: Yourself: Adjusting your mindset and comfort with conflict Your team: Creating a culture where tough conversations happen Intervention: Redirecting unhealthy conflict without shutting it down She reminds leaders that we’re “hardwired for likability,” which makes the discomfort of disagreement feel threatening—even at the C-suite level. But sustainable leadership isn’t about being liked; it’s about being respected. Productive conflict, she says, can strengthen that respect, deepen relationships, and create the conditions for better decisions. Gallo offers practical entry points: Create team norms you reference constantly, model when you violate them, assign a trusted partner to help you spot your own conflict patterns, and rehearse the conversations your team isn’t having but needs to. And when conflict emerges, she teaches leaders how to recognize when to let the team work through it—and when to step in with framing, curiosity, or a reset. Ultimately, the goal isn’t to eliminate conflict. It’s to make it useful, honest, and aligned with the work. As one team member told her during a difficult discussion: “This is a tough conversation—and I’m glad we’re having it.” Go Deeper Managing Conflict on Your Executive Team by Ania W. Masinter HBR.org, May 28, 2025 How to Encourage the Right Kind of Conflict on Your Team by Amy Gallo HBR.org, Feb 3, 2025 4 Common Types of Team Conflict — and How to Resolve Them by Randall S. Peterson, Priti Pradhan Shah, Amanda J. Ferguson and Stephen L. Jones HBR.org May 7, 2024
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