Leading Through Division: 5 Ways to Build Trust and Influence in Uncertain Times

Mary, a senior leader, feels a sense of divisiveness and uncertainty in and between her teams. She has noticed conversations can quickly become charged, collaboration is suffering, and trust is eroding. Mary and her team are not alone.

The Cost of Divisiveness in the Workplace

A few years ago, Mary and the executive team were divided over a strategic decision. Some believed the firm should prioritize high-growth, potentially risky clients, while others pushed for a more conservative, long-term approach. The debate became personal. Partners stopped sharing insights and were hesitant to contribute ideas.

The firm’s culture of trust, which had taken years to build, began to fray because differing viewpoints turned into entrenched factions. The conflict wasn’t about strategy anymore; it had become about right and wrong. People were digging their heels into their perspectives, and unwilling to hear differing ideas.

This situation isn’t unique. 86% of employees and executives cite a lack of collaboration and ineffective communication as the primary causes of workplace failures. When divisiveness takes root, productivity suffers, engagement declines, and teams stop performing at their highest potential.

Ignoring the Problem Doesn’t Make It Go Away

Mary’s firm is a well-respected and successful firm. When the long-time managing partner retired, the firm navigated a significant shift in leadership. Two partners were vying for influence. Instead of addressing tensions head-on, the firm’s senior leaders assumed the situation would work itself out. They pride themselves on being nice and making everyone feel welcome. Ignoring the situation didn’t help anyone. A year later, turnover had increased, two institutional clients had left, and the firm’s growth had stalled.

When divisiveness is ignored, unspoken frustrations become deeper, and organizational culture deteriorates. Assumptions about people’s intentions, beliefs, or level of engagement fuel misunderstandings. Leaders can’t afford to sidestep these challenges. Sweeping challenges under the rug only causes people to stumble later on. Instead, we must lean into challenges deliberately with curiosity. It may be uncomfortable. Growth typically is.

Staying Anchored in Your Values

In moments of workplace tension, what keeps strong leaders grounded? Their values.

Take the case of a senior executive who was leading a team with widely different perspectives on risk. Rather than allowing disagreements to create factions, she consistently reminded her team of their shared commitment to fiduciary responsibility. “We all want what’s best for our clients,” she would say. “Let’s find the best way forward together. Let’s put all ideas out there and then consider what works best for everyone involved.”

This leadership approach aligns with research from Forbes, which found that values-driven companies outperform competitors because they create a strong sense of purpose and unity. When leaders model integrity, fairness, and respect—especially during divisive times—they set the tone for their teams. Every day, they demonstrate what behaviors are acceptable, and which ones are not.

Practical Steps to Leading in Divisive Times

How can you lead effectively when tensions run high?

1. Be Intentional About How You Show Up

Leaders don’t need a formal title to have influence. Your behavior, words, and presence shape the workplace culture.

Mary recently admitted that she was hesitant to share her thoughts in meetings because of the harp disagreements in the room. After a few coaching conversations, she decided to reframe her role. Instead of someone who had to win arguments, she deliberately positioned herself as someone who would create clarity and bridge differing viewpoints. One of Mary’s strengths is connecting the dots between seemingly opposing ideas. By choosing to listen more and reframe discussions in a constructive way, she became a trusted voice. We have two ears and one mouth. We need to listen twice as much as we talk.

2. Build Trust by Listening, Even When You Disagree

Mary has also been frustrated by a colleague who frequently challenged her decisions. Rather than dismissing him, she asked, “What’s driving your concerns?” Over time, she realized that he brought a valuable, risk-mitigating perspective that actually strengthened her decision-making. She moved past his consistent initial negative responses and listened for the golden nuggets.

Trust isn’t built by agreement. It is built by listening, even when perspectives differ.

3. Encourage Healthy Conflict, Not Destructive Debate

Too often, leaders avoid difficult conversations. We are human beings, it’s a natural reaction to not want to engage in these conversations. Leaders often mistakenly equate conflict with dysfunction. The reality? Teams that engage in productive and constructive conflict outperform those that don’t.

Instead of avoiding disagreements, leaders should set the expectation that different viewpoints, are welcome. Encourage team members to respectfully hear opposing ideas, focusing on why they believe in a position rather than attacking others.

4. Create Psychological Safety

Psychological safety is the practice that you won’t be punished or humiliated for speaking up. It is a game changer.

A recent Google study found that psychological safety was the number one predictor of high-performing teams leaders who foster environments where people feel safe to contribute, ask questions, and make mistakes create more innovative and engaged teams. How do you build safety in your teams and the firm?

5. Model the Behavior You Want to See

Leaders set the tone for the team. If you demonstrate humility, curiosity, and a willingness to navigate difficult conversations, your team will follow suit.

Mary’s firm’s CFO once admitted to his team, “I got this wrong last quarter. Here’s what I learned.” That moment of vulnerability transformed his team’s culture. They felt safer admitting their own mistakes and openly problem-solving.

Final Thoughts

Leading in divisive times isn’t about avoiding tension; instead, it is about practicing deliberate leadership and practicing these behaviors. Trust is built through intentional listening, clear communication, and a commitment to shared values.

When leaders step up with courage and clarity, they don’t just keep teams producing together, they make them innovative and consistently growing.