CSTG 242: Turning Conflict Into Your Competitive Edge with Chad Peterman

Chad Peterman breaks down why most home service teams do not stall out because of talent or opportunity, but because leaders avoid conflict. Drawing from Patrick Lencioni's The Five Dysfunctions of a Team, Chad focuses on the "fear of conflict" and shows how quiet meetings and fake agreement quietly kill performance in HVAC, plumbing, and electrical businesses.

Through stories from the early days at Peterman Brothers, Chad shares how a "just do what Chad says" style of leadership worked at a small size but began to break everything as the company grew. He contrasts top-down control with healthy, vulnerability-based conflict, where leaders invite pushback, ask better questions, and let their people challenge ideas before they reach the field.

Chad also shows what this looks like in real home service situations: coaching a struggling technician without shaming their numbers, using meetings to crowdsource better membership conversations, and empowering a "purveyor of conflict" on the leadership team to pressure-test every big decision.

If you are leading techs, installers, comfort advisors, or managers and you sense hallway chatter, passive resistance, or burnout on your team, this episode will help you build the kind of conflict culture that leads to stronger decisions, deeper buy-in, and faster growth.

Take these conversations further inside The Arena, the free CSTG community for HVAC, plumbing, and electrical leaders who want to grow faster together: https://cantstopthegrowth.com/

Additional Resources:

Connect with Chad on LinkedIn Chad Peterman | CEO | Author Learn more about the Peterman Brothers Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network

Key Takeaways:

• Conflict avoided today becomes bigger problems tomorrow.
• Healthy teams disagree openly, not in the hallway.
• Top-down "just do it" leadership breaks at scale.
• Leaders must go first in inviting pushback.
• Coaching with questions beats lecturing with numbers.
• Meetings should surface debate, not just updates.
• A "purveyor of conflict" strengthens every big decision.
• Launching at 70% and learning beats chasing perfection.