The Hidden Edge of Courageous Leadership
In business and life, leaders often confuse keeping the peace with making peace. On the surface, both sound noble. After all, who doesn’t want calm meetings, harmonious teams, and conflict-free workdays? But there’s a vital difference between peacekeeping and peacemaking. One seeks to avoid discomfort; the other is willing to walk through it.
Jesus once said, “Blessed are the peacemakers.” He didn’t say peacekeepers. The distinction matters deeply for anyone serious about leadership, culture, and impact. The Apostle Paul later echoed it, urging that “as much as it depends on you, live peaceably with all men.” In essence, real peace is something we build, not simply preserve.
Modern business literature backs this up. Research from Harvard Business Review shows that teams led by conflict-avoidant managers underperform by up to 25% compared with those led by leaders who address tension constructively. Why? Because unresolved conflict festers. What begins as discomfort becomes distrust.
The Peacekeeper’s Trap
Peacekeepers are often well-intentioned. They want everyone to get along. They smooth over disagreements, postpone difficult conversations, and choose harmony over honesty. On the surface, this seems like emotional intelligence. But beneath it often lies fear. The fear of rejection, confrontation, or losing control.
In my 2018 book Outside-In Downside-Up Leadership, I wrote that “good intentions are not a strategy.” The same applies here. Peacekeeping feels kind but often creates fragility. Teams learn to avoid truth. Performance issues linger. Innovation stalls because no one wants to rock the boat.
You can spot peacekeeping in phrases like:
- “Let’s not make this a big deal.”
- “I’ll talk to them later.”
- “It’s probably not worth bringing up.”
Each sentence may sound harmless, but collectively they form a culture where silence wins and progress dies.
The Peacemaker’s Strength
By contrast, peacemakers are courageous. They don’t chase comfort; they pursue clarity. They know that unity without honesty is a false peace.
Peacemakers lean into tension early, not to win arguments, but to restore trust. They bring people to the table, ask the hard questions, and stay curious long enough to uncover what’s really going on. They value relationships so much they refuse to leave them superficial.
In my memoir Unlikely, I described how seasons of hardship and conflict often became the birthplace of renewal and growth – both in business and faith. The same principle holds in leadership: what feels like disruption is often the soil of transformation.
As Harvard’s Amy Edmondson notes in her research on psychological safety, the healthiest teams are not those with the least conflict, but those where conflict is faced with openness, respect, and purpose.
Five Ways to Be a Peacemaker, Not a Peacekeeper
- Choose clarity over comfort
When tension arises, name it. Don’t hide behind politeness. Clear communication is the oxygen of trust. Acknowledge what’s awkward and move towards resolution rather than avoidance.
- Listen to understand, not to defend
Peacemakers are great listeners. They ask questions like, “Help me understand what’s behind that” or “What would a good outcome look like for you?” Listening disarms defensiveness and invites collaboration.
- Confront early, with empathy
Address issues before they grow roots. The earlier you have the conversation, the less collateral damage there is. Combine truth with empathy—be firm on principle, gentle on people.
- Model calm under pressure
Your emotional temperature sets the thermostat for your team. In moments of conflict, composure communicates safety. It signals that disagreement isn’t disaster, and that healthy tension can coexist with respect.
- Seek restoration, not victory
The goal of peacemaking is not to “win” but to heal. It’s about restoring alignment to mission, values, and relationships. As leadership author Patrick Lencioni reminds us, great teams are built on trust and accountability – both require truth spoken in love.
Peacemaking in Practice
Imagine a marketing director and finance lead locked in disagreement over budget priorities. A peacekeeper might suggest splitting the difference to move on quickly. A peacemaker would bring both parties together to explore the “why” behind each concern – seeking shared understanding and a solution that aligns with purpose, not ego.
Or picture a CEO noticing undercurrents of discontent in their senior team. The peacekeeper hopes it blows over. The peacemaker calls it out, creating space for truth-telling that strengthens the culture long-term.
In both cases, the difference lies in the leader’s posture. The peacekeeper reacts. The peacemaker initiates.
The Payoff: Stronger Cultures, Braver Brands
Organisations led by peacemakers build reputations for integrity and authenticity. They become places where people can bring their full selves to work, without fear of reprisal for speaking up. These cultures attract and retain talent. They weather crises better because truth travels faster than rumours.
Peacemakers don’t suppress conflict – they transform it into growth. That’s what creates resilient teams, innovative thinking, and brands that endure.
A Call to Courage
True leadership isn’t about keeping everyone comfortable. It’s about helping people become their best, even when that means walking through discomfort together. In a world that rewards noise and polarisation, being a peacemaker is radical. It requires humility, honesty, and a willingness to go first. So next time you’re tempted to smooth things over, pause and ask: Am I keeping peace, or making it? One protects appearances. The other transforms realities. And transformation is what great leaders are called to do.
Jason is an entrepreneur, executive leadership coach, keynote speaker, and author. If you want to learn more about Jason leads with conviction, you can read his best selling titles located here: https://jasontsmith.com.au/books/