Insights from Coach Wes Ehnert on Communication and Conflict Resolution

After 20 years in advertising sales, Wes Ehnert transitioned into coaching to help professionals gain confidence and clarity in their careers. As a certified coach from Northwestern University, he blends cognitive science, psychology, and organizational behavior to support leadership development and career growth. Specializing in executive and career coaching, Wes helps clients to uncover limiting beliefs and improve communication and trust within teams.

In this conversation, he shares insights on conflict management and team dynamics, particularly in HR and workforce transitions. Click here to connect with Wes on LinkedIn.

Wes Ehnert – My biggest inspiration in coaching is the opportunity to make a lasting impact on people’s lives. Every session is a chance to help clients navigate career changes, strengthen relationships, and take intentional steps toward personal and professional growth. Witnessing individuals experience breakthroughs and reach their full potential is incredibly fulfilling.

I create an environment of psychological safety where clients can uncover thought patterns and behaviors that may be holding them back. This opens the door to greater awareness and more possibilities. My career path has blended traditional roles with an entrepreneurial mindset, and choosing self-employment was driven by a desire for freedom and creativity. Seeing how coaching transforms lives keeps me motivated every day.

Wes – I help individuals and teams to find clarity and direction in their success journeys, using organizational learning and coaching methods. At its core, coaching is about awareness. When people gain self-awareness, they can better navigate their careers – whether in a career transition, exploring new opportunities, or improving communication within a team.

Teams often don’t function at their best because they aren’t fully aware of the barriers holding them back. My job is to help identify those obstacles and guide them toward a more effective and collaborative approach.

Wes – The biggest issue teams face is communication. Many assume communication is just about talking, but it’s much deeper than that. Teams struggle with being direct, addressing conflict, and recognizing how emotions shape their interactions.

My approach incorporates cognitive behavioral insights to identify underlying communication challenges. Teams won’t truly improve communication if they don’t address internal narratives and emotional reactions. Many think they are working on it, but they’re only scratching the surface without tackling these deeper barriers.

Wes – I’ve been dedicating most of my coaching work to sales teams, given my experience in advertising and sales leadership. However, the same challenges appear across industries, whether in HR, operations, or technical teams. Team success depends on relationships, and where communication fails, there’s conflict.

It’s not about the industry; it’s about how people interact – whether it’s sales executives, HR professionals, or engineers, avoiding tough conversations, misinterpreting feedback, or making assumptions leads to conflict.

Wes – So, imagine two colleagues sharing a common goal but disagreeing on approach. One says, “Let’s not bring up that topic in meetings because it creates tension.” The other person might instantly feel dismissed or undervalued.

The real issue isn’t just what was said, it’s how it was communicated and whether trust exists. Many teams struggle with foundational trust, making open conversations difficult and causing breakdowns in communication.

Wes – Companies should seek a structured approach to communication and conflict resolution, acknowledging biases and fostering psychological safety for everyone. Organizational development requires an understanding of human behavior. Without self-awareness, employees probably won’t realize how their internal narratives shape their interactions at work. Businesses that invest in structured communication training see stronger collaboration and team cohesion.

Wes – Trust and open dialogue are essential to communication. When someone makes a request to a colleague, for example, the emotional context of a conversation is critical in how it will be received. If trust isn’t in place, conversations can quickly escalate into conflict rather than productive discussions. Teams must proactively create an environment where concerns can be addressed openly and constructively.

Wes – It starts with the whole team committing. Teams must actively work on communication, assess what works and what doesn’t, and build trust. They can designate a facilitator to help pinpoint common friction points and introduce some structured communication techniques.

For example, shifting the language from “criticism” to “critical assessment” reframes feedback in a constructive way. This ensures that discussions remain solution-oriented instead of personal.

Wes – Trust and openness remain essential in both cases, but power dynamics add complexity. Employees could think twice before being honest, fearing for their job security or performance reviews. So, managers must make an effort to understand how authority influences communication.

Many organizations promote employees into management without equipping them with leadership skills. Without proper training, unprepared managers may unintentionally create environments where trust suffers, making honest conversations more difficult.

Wes – Separating emotions from facts is key in conflict resolution. It’s normal for people to react emotionally – feeling blamed, defensive, or frustrated – but with proper training, they can understand more clearly when emotions hurt judgment.

Some best practices can help in this effort, like acknowledging emotions while keeping discussions fact-based, taking a break to prevent escalation, using clear communication techniques to separate personal feelings from objective perspectives, and establishing conflict resolution protocols so employees feel supported rather than left to handle disputes alone.

Wes – AI can analyze conversations and highlight unspoken patterns, helping employees and managers identify trust issues or emotional triggers. While AI can’t replace human intuition, it can provide insights into how teams interact, revealing potential miscommunications. The challenge is in ensuring that AI is used ethically and as a tool to enhance, not replace, human decision-making.

Wes – HR leaders face the challenge of serving both employees and the company. This dual role can create tension, as employees may perceive HR as prioritizing the company’s interests. Without trust, HR policies and workplace initiatives lose credibility.

Wes – During layoffs, things can become sour very quickly. Employees who once felt valued may suddenly feel overlooked. This breakdown in trust isn’t just about the layoffs, it stems from a company’s overall approach to culture and transparency.

Wes – Start by listening. HR must gather insights from employees, managers, and executives to identify concerns and inconsistencies. Then, they must send those insights back honestly and address issues openly before implementing solutions.

Wes – The keyword here is awareness, whether in leadership, career transitions, or team collaboration. The more we understand communication barriers, the more control we have over shaping our careers and work environments.If you’re interested in learning more about Careerminds, our outplacement services, and how we can help your organization navigate these challenges during workforce reduction events, contact our experts and see if we’re the right partners for your organization!