In leadership, difficult conversations are often necessary, but that doesn't make them easy. Many leaders avoid them, sidestepping potential conflict and hoping issues will resolve themselves. Spoiler alert: They rarely do. Avoiding these conversations is damaging -- not just for the individual, but for the team and the organization. So, why do leaders dodge tough conversations, and how can they stop?

They don't like conflict and confrontation: Many leaders shy away from tough conversations because they hate conflict. It feels uncomfortable, confrontational, and risky. Avoiding the conversation doesn't eliminate conflict; it just pushes it underground, where it festers.

They hope the situation will improve on its own: Leaders often convince themselves that, with time, the issue will resolve itself. Unfortunately, problems that go unaddressed tend to grow, not disappear. Delaying action only leads to bigger issues later.

They tell themselves they'll speak up next time: This is a common excuse: "I'll deal with it next time." However, allowing inappropriate behavior to continue unchallenged sends the message that it's acceptable. This erodes team standards.