BUSINESS STRATEGY
Some things to keep in mind: In the context of a failing project, this means:
1. Call the problem what it is – If deadlines are being missed because teams are not aligned, you say so. If people are disengaged, you address it. Pretending everything is fine only deepens the problem
2. Frame conflict as a shared challenge – Conflict should never be about‘ us vs. them’, but rather“ How do we fix this together?”
3. Hold people accountable with respect by addressing underperformance without personal attacks. Accountability should empower, not punish
4. Make it a learning opportunity – Every conflict holds valuable lessons. What can be done differently next time?
• Acknowledging others’ contributions before pointing out flaws
• Offering a concession to build trust – e. g.,“ I understand your workload is heavy. What can we shift to make this work?”
• Recognising and celebrating small wins to rebuild morale
A leader’ s mindset is contagious. If you are defensive and combative, the team will mirror that behaviour. If you approach conflict with curiosity and openness, the team is more likely to follow.
6. Rebuilding commitment: Setting a new course
‘ Putting the fish on the table’ means no sugarcoating. While it can be uncomfortable and requires courage to openly face disagreements and underperformance, it is the best way to move forward.
5. The role of reciprocity: Give first to get cooperation
One of the most effective tactics in hostage negotiations is rewarding concessions as an example of the law of reciprocity. When we extend goodwill, listen and show respect, others are more likely to respond in kind.
Once conflict is addressed, a failing project needs renewed momentum. You must:
• Clarify expectations and re-establish alignment. What does success look like? Who is responsible for what?
• Set short-term wins to rebuild morale. Quick, achievable goals create a sense of progress
• Strengthen team bonds. Unsolved conflicts weaken trust; you can actively rebuild it through positive interactions
• Maintain open communication. Regular checkins prevent problems from festering
Effective leadership is about using conflict as a catalyst for growth. You can engage in difficult conversations by learning to effectively‘ put the fish on the table’ for the reward at the end – the trust, collaboration and innovation that emerge when challenges are addressed head-on.
Conclusion: Lead with courage, not fear
Addressing conflict requires caring and daring leadership. Caring is expressed by empathy, interest in the other and understanding their desires. Daring calls for the courage to put the fish on the table even when the conversation is uncomfortable and difficult. Leadership means fostering open dialogue, facing difficult issues and embracing conflict with empathy and strength to guide your team to meaningful solutions. Conflict can be constructive when managed with care and boldness. It is an opportunity. By balancing the fearless mindset of a hostage negotiator with the emotional intelligence of a high-performance leader, you can transform conflict into shared problem solving.
The question is: Do you have the courage to put the fish on the table? x www. intelligentcxo. com
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