Amy Gallo

No one looks forward to difficult conversations – but they should, says workplace relationships expert Amy Gallo. “Disagreements – when managed well – have lots of positive outcomes, such as better work products, opportunities to learn and grow, better relationships, and a more inclusive work environment.” Gallo, who is the author of The HBR Guide to Dealing with Conflict and Getting Along, has spent more than a decade studying the interactions that give many of us an uneasy feeling. Her research-backed, evidentiary framework for tense interactions, whether it’s a conversation about negative feedback or an offensive comment made by a coworker, incorporate psychological safety principles to give the toughest conversations an opportunity to resolve positively. Engaging and empathetic, Gallo equips people to deal with discomfort and have the hard conversations that are at the foundation of creating and maintaining diverse and inclusive organizations. After engaging Gallo, teams and individuals will find themselves with a deeper understanding of the interpersonal dynamics that affect collaboration and an expanded repertoire of skills to address conflicts when they arise, supporting them as they build trusting relationships.

Many executive teams equate smooth meetings and polite agreement with effectiveness. But according to Amy Gallo, that surface-level harmony is often a warning sign. When leaders avoid hard conversations, they also avoid the critical tensions and trade-offs that make strategy stronger. Drawing on her books, the much-praised Getting Along and HBR Guide to Dealing with Conflict, and years of research on executive team dynamics, Gallo shows leaders how to replace “artificial harmony” with productive, respectful disagreement. She helps executives understand why conflict feels threatening, even at the C-suite level, and how to reframe it as a leadership skill rather than a personal failure. Leaders leave with concrete techniques to surface tough issues, strengthen relationships through honest dialogue, make better decisions, and model candor for their teams.