CEOs: Here Are 3 Reminders Before You Promote Your Tech Geniuses to Management

After global leadership company DDI’s 2023 Global Leadership Forecast revealed that only 30% of current leaders feel confident in managing workplace conflict, the company decided to cross-reference this score with internal assessment data to pinpoint the exact areas holding them back.

This analysis found that nearly half (49%) of manager candidates– defined as emerging managers or those likely to be considered for manager-level roles–lack effective conflict management skills. Conversely, only 12% of manager candidates demonstrated proficiency in this area. Several factors may prevent managers from effectively addressing conflict within their teams. These factors include, among others not listed here:

Unclear or incomplete communication can lead to misunderstandings and frustration among team members. When information isn’t shared effectively, employees may make incorrect assumptions or miss critical details, resulting in errors and delays, causing more frustration.

Clashing personal or professional values can create tension around priorities or ethics within a team. If team members have differing views on work-life balance, decision-making or company objectives, it may lead to disagreements on direction and responsibilities.

Limited resources – whether budgets, staff, or equipment – can spark disputes among team members vying for the same tools or support. When employees feel they are competing for scarce resources, it can lead to feelings of inadequacy and resentment, negatively impacting collaboration and morale.

Differing working styles and personalities may cause friction within a team, especially when individuals have contrasting approaches to tasks and collaboration approaches or how they communicate. This often creates friction and leads to miscommunication and tension.

“Many leaders lack the necessary training and development in these areas, leaving them ill-equipped to navigate these sensitive issues,” says Stephanie Neal, Director of DDI’s Center for Analytics and Behavioral Research (CABER). “The inherently uncomfortable nature of some of these scenarios can deter many leaders from engaging with it directly.”

With the increasing demands on their time, leaders have fewer opportunities to check in on their teams, with many experiencing a high level of overwhelm and burnout, further hindering their ability to manage these challenges.

One of the biggest misconceptions organizations have when determining future managers and leaders is that top technical performers, who were great individual contributors, will naturally become great leaders. In reality, the role of a leader requires a completely different skillset, especially when addressing interpersonal challenges.

“Their jobs evolve from directly solving problems to being a coach and facilitator. The focus is no longer about doing, but instead, leading others,” says Neal. “Effective leaders must move beyond mere engagement to empower others to find their own paths and recognize the importance of cultivating healthy relationships.”

To advance their skills, leaders must be willing to shift perspective. Quality development is an important first step in helping leaders manage conflict effectively, along with ongoing practice in emotional intelligence, coaching and fostering open dialogue.

Conflict in the workplace rarely occurs out of the blue—it typically stems from various underlying factors, such as breakdowns in communication, personality clashes and workload imbalances. Initially, subtle tensions can escalate into major disputes if ignored, ultimately harming team performance and morale. As leaders face these challenges, they often feel isolated and seek opportunities to connect with others in similar situations.

To address this, leaders must be coached to recognize these triggers and proactively address conflicts before they escalate. This approach helps maintain a positive team dynamic and fosters a culture where employees feel empowered to navigate challenges constructively. By investing in targeted leadership development, organizations create valuable opportunities for individuals to grow in roles encompassing formal collaboration and informal management, strengthening the entire team.

By learning and practicing effective conflict facilitation techniques, tenured and emerging leaders can create an environment where employees feel supported and empowered to address issues independently.

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