Make It Safe for Conflict

"Words without action is a colossal failure of leadership."
- Jay Kuhns, 2014 

Finally, a quote for the ages! Or, at least for this blog.

The longer I work in leadership the more I realize that simply saying words, even the most powerful ones, simply lose their impact without follow through. At no time is that more important that discussing the critical role that conflict plays in the world of work.

Trust First
One of the burdens of leadership is to create trust among the members you lead. Meghann Biro's article in Forbes describes key leadership behaviors that help us achieve that trust. We've all learned, some quickly and others not so quickly, that we can not do it all. We must surround ourselves with bright minds that add value to the work we are responsible for producing.

We've also learned that when you have more than one person working on an issue, conflict is sure to arise. That's a good thing! Conflict is what pushes our thinking...expands our point of view...creates energy...and gets even better results than what the original idea might have done.

Unless the leader completely messes it up, and conflict crashes down on the team like an anvil from Road Runner.

You're the Leader for a Reason
Introducing conflict as a positive tool to move ideas forward and achieve breakthrough results may not be a new concept; but it is a new practice. The stigma associated with conflict is often negative and is considered something that "should be dealt with."

Wait a minute! Have we actually programmed our leaders to think that challenging ideas is a bad thing? Obviously crossing the line to rude or inappropriate behavior is not what I'm advocating; however, creating an environment where leaders and employees can challenge each others perspectives is not only healthy, it should be required.

That's right. It should be a requirement that in order to be considered an effective leader you must create a culture that embraces positive conflict as a strategy.

How About You
What is the culture in your workplace? Do your team members, colleagues, and organization embrace conflict strategically? Or, is that simply a behavioral issue that HR needs to take care of?

I'd love to hear from you.

No Excuses.



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Alignment Guarantees A Win

The world seems to be moving faster than ever. Changing environments continue to put enormous pressure on us to perform as both individuals and organizations. Sustaining high quality performance is not a given however simply because we have recruited a team of all-stars. In fact, a team of all-stars is only part of the story. 

In today's world of work, we need alignment if we are truly going to succeed.

Individual Leaders First
Consider what is expected of you in 2014. Is there an expectation that you as a member of the leadership team will be able to effectively manage the following issues:
-strategic plan implementation
-effective communication
-conflict (with peers and other team members)
-budgets
-professional goals
-serve as a brand ambassador
-and the list goes on...

How exactly are you going to effectively work through these challenges, sometimes all of them hitting on the same day?

Communication Drives Alignment
Saying that alignment is important and achieving alignment are two very different things. From my perspective the essential piece that often eludes even the most effective organizations is communication. I'm not talking about a "campaign" or a "series of messages that are on point." No, I'm talking about leadership being together, talking, challenging each other, respecting each person's point of view, and then finding consensus on what alignment really means.

Without the meaningful investment of time to really work together as a team, true alignment will never be realized. The leader who can bring the team together, allow for productive conflict, and still coalesce that energy into alignment is a rare find in today's world.

How About You
Do you contribute to the leadership culture in your organization to ensure alignment is a top priority? Or, is your silo so full of your "stuff" that you're hoping the others let you stay in your busy, albeit unfocused, world?

I'd love to hear from you.

No Excuses.



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Conflict and the Prediction Horizon

Conflict: "A state of disharmony between incompatible or antithetical persons, ideas, or interests; a clash"

Sound familiar? It does to me. In fact, any HR pro worth their salt has in some part built their career on this most powerful yet often misused human trait. Typically the term conflict gets a bad rap, as our definition above would suggest. There is another perspective on conflict however, and that speaks to how powerful conflict can be to affect change. Meaningful change, not the kind that finally has Lois in Accounting blowing her stack at Bill in I.T. and Lois ends up losing her job.

I'm talking about the power of conflict that results in something good. Many variables come into play when attempting to harness this power...one of those is the concept of the prediction horizon.

Crystal Balls Are Real

Prediction Horizon:  "The time interval in which conflicts will be detected"

One of the challenges for those of us in leadership is that conflicts seem to come out of nowhere and suddenly we have a mess on our hands. In retrospect, there are often behavioral clues that, if considered more closely, might help us predict that a conflict is looming. No one can truly anticipate exactly when an issue is going to occur, but if we invest a small amount of time ensuring we understand the various dynamics around us, we'll more than likely be able to identify the negative conflicts before they explode.

Making Conflict Productive
The real power of conflict is that we can move to a state of change. I'm a huge fan of change, because if it's managed well you can move your team, your organization, and yourself forward. That's a pretty good combination!

So how does one avoid the "bad" conflict and reap the benefits of "good" change? Well, there are no easy answers, but I do know the first step to getting there.

Try something new.

I guarantee that standing still will ensure you are in the exact same spot for the foreseeable future. Don't be that leader. Try something. Understand your team so you can predict when trouble is going to strike so you can make the changes you're seeking turn out well. 

How About You
Have you taken the time to understand the strengths, tendencies, hot buttons, and styles of your people? Do you know what sensitivities are just below the surface with your colleagues? Being armed with this knowledge gives you a chance to set your own prediction horizon for the conflict that is sure to come. Are you ready?

I'd love to hear from you.

No Excuses.



photo credit #1 photo credit #2

2 Goals to Resolve Conflicts With Peers

Giving peers feedback can be difficult.  Add to that an upset peer, and you're in for a wild ride. This is a particularly difficult issue since there is no authority differential.  When we discuss difficult issues with our staff no one is surprised (or at least they shouldn't be!).  When we review these with our boss it is certainly sensitive, but again, the authority differential is clear. However, when we're speaking with someone who shares the same level of authority as we do, the process can be particularly....well...treacherous.  And if they're all ready angry....oh boy.

START WITH TWO GOALS
Let me say right away that I have never enjoyed addressing conflict with my peers. Who do I think I am anyway?  Am I so smart, that I know what it is right, and they are clearly off-base?  Since when did I become all-knowing?  The truth is I'm not, and neither are you.  But once in a while something happens that requires us to have a heart-to-heart with our colleagues.


Over the years I've handled these situations well.  And, over the years I have completely messed up these moments so badly that I wanted to die.  Literally. What has evolved however, is a two-step goal system that dramatically changes the dynamics of "the moment."


The ability to successfully execute this strategy, particularly if the other person is upset with you, hinges on stating two goals at the very beginning of the meeting.


Goal 1:  Explain that you are committed to having a good working relationship with the other person once you complete the meeting.


Goal 2:  Explain you will answer every question they have about the issue on the table.


THE TONE IS SET
With your goals out in the open, you have effectively disarmed your colleague (in a good way) so that the two of you can work through the task at hand as professionals.  


It doesn't mean that by the end of the session you'll be adding each other to your holiday gift card list.  But, it does mean that you were the one that took action.  You took the risk.  You were the leader.

HOW ABOUT YOU
When have you had a conflict with a peer?  What approach did you take:  denial, avoidance, or at least a long slow burn that erupted in the wrong setting?  Do you have a strategy that works well?


I'd love to hear from you.


No Excuses.






pics courtesy of management.atwork-network.com/ and digital-community.com/demo/upcap.org/programs...