Conflict Isn’t the Problem. Avoiding It Is.

A signal that something important is at stake.

But what if conflict wasn’t the problem? What if it were the doorway to growth?

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Why Conflict Happens (and Why It Matters)

The Hoffman-Kofman program teaches that conflict isn’t just a clash of opinions. It’s the friction between:

• Different stories people tell themselves

• Different needs, fears, and goals that are often left unsaid

• A lack of shared reality

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In sales, this plays out between reps and managers, AEs and SDRs, sellers and buyers, and especially within cross-functional teams (product, sales, marketing, CS, etc.).

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And in high-stakes environments, where speed and innovation rule, ignoring conflict kills execution.

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Sales = Conflict. Good Reps Know How to Navigate It.

You face conflict every time you:

• Push back on an objection

• Challenge a buyer’s status quo

• Align stakeholders with competing agendas

• Defend your pricing in procurement

• Ask your manager for better tools or support

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The goal isn’t to “win” the conflict, it’s to engage in it productively.

That starts with one skill:

Separate Impact from Intent

One of the simplest but most powerful frameworks from the program:

“We judge ourselves by our intentions. Others judge us by our impact.”

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When someone says something that lands badly, a rude comment, a harsh email, a passive-aggressive Slack - pause.

Instead of reacting to the impact, get curious about the intent:

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“I noticed you seemed frustrated about the deck changes. Can you tell me more about what’s behind that?”
“It felt like you were pushing back hard, help me understand where you're coming from.”

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In sales, this translates directly to objection handling:

• Surface the emotional charge

• Reframe the situation

• Seek shared goals

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You Can’t Avoid Conflict. But You Can Upgrade It.

Here’s how high-performing sales pros and leaders approach conflict:

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• Listen for the story behind the story.
  Most people argue about surface-level symptoms. Ask: What are we really disagreeing about?

• Name the emotion, not just the facts.
  “It seems like this change has created some frustration. Let’s talk through it.”

• Use “I” language to own your part.
  “I felt caught off guard by the shift in scope - I’d love to realign expectations.”

• Reaffirm shared purpose.
  “We both want this deal to move forward - let’s figure out what’s in the way.”

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Conflict Is a Feature, Not a Bug

In the fast-moving world of tech, innovation doesn’t come from everyone nodding and agreeing. It comes from:

• Diverse views

• Strong opinions

• Hard conversations that don’t turn personal

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Sales teams that master conflict resolution move faster, close better, and stay aligned under pressure.

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Conflict isn’t a sign that something’s broken.
It’s a signal that something important needs attention.