Whitehead and Blackburn (2013) reported that the average tenure for a new interscholastic athletic director is three years. While there could be many different factors impacting an individual's decision to leave their position as an athletic director, one possible reason is due to the rapid expansion of roles and expectations for athletic directors (Hoch, 2008; Patzkowsky, 2008; Sullivan, Lonsdale, & Taylor, 2014). While previous studies have been conducted on high school athletic directors, role conflict and its consequences, far fewer, if any, have been focused on independent school athletic directors and role conflict, particularly from a qualitative perspective. This study explored how independent school athletic directors, who have been in that role for 12 or more years, managed role conflict. Using a qualitative descriptive research design, semi-structured interviews (N = 16) were conducted with independent school athletic directors whose institutions are members of the New England Preparatory School Athletic Council (NEPSAC). Data were coded using NVivo qualitative data analysis computer software and analyzed using Rubin and Rubin's (2012) interpretive framework. In addition, a document analysis was conducted of the job descriptions of the participants to corroborate the data obtained from the interviews. After conducting interviews with the participants, six key findings and one supplemental finding emerged from the data that provided insight into how the experienced independent school athletic directors managed role conflict. The six key findings included: Make time to exercise; take advantage of opportunities to physically separate from work; use other athletic directors for support; be organized; have a competent support staff; and reduce roles over time. The supplemental finding that emerged from the data was have a supportive spouse. Gaining a better sense of successful role conflict management strategies in managing role conflict may prove to be instructive for newer, less-experienced athletic directors as well the individuals who hire and/or supervise them.