Personal leadership in the management team – the foundation for direction, trust and courageous conversations

The management team sets the tone for the entire organization. But one crucial factor is often forgotten:

👉 The personal leadership of each member of the management team.

Research from McKinsey, Harvard Business Review and Amy Edmondson, among others, shows that:

🔹 Self-awareness in leaders correlates with confidence and effectiveness

🔹 Psychological safety is crucial for learning, innovation and adaptability

🔹 Lack of conflict management skills leads to hidden agendas and decisions that are not anchored

Avoiding conflict is not the same as creating harmony.

On the contrary – in groups where difficult questions are not addressed, both courage and learning stagnate.

💡 4 keys to stronger personal leadership in the management team

1. Reflection before action

Strong leaders start with self-reflection:

How does my way of listening, acting, or avoiding things affect the group dynamic?

2. Ownership of relationships

Professional relationships require active maintenance.

Do I dare to have the difficult conversation – even when it's uncomfortable?

3. Develop conflict skills

Managing conflicts requires training:

– Distinguish between person and thing

– Explore others' intentions instead of interpreting motives

– Challenge without offending

Conflict skills are not about winning – but about understanding and developing.

4. Train together – for real

Many management teams practice strategy – but not their interaction.

Make joint training a habit. For example, conduct regular After Action Reviews (AAR):

– What was the goal?

– What happened?

– What can we learn?

– What will we do differently next time?

Having these conversations, immediately after major decisions or projects, builds both learning and psychological security.

Tips for those of you who are CEO, HR or a member of a management team:

– Prioritize joint development – not just individual coaching

– Introduce structures for feedback, reflection and learning

– Learn to see disagreement as a source of quality – not a threat

How do you practice interaction and courageous conversations in your management team?

Do you use structures like After Action Reviews – or is it something you are curious about?