Conflict at work is the number 1 biggest stress factor for those signed off from their work. I covered those stresses in my last post. So here’s my top 5 ways to keep conflict to a minimum at work:
1. Be generous with information
It’s a challenge to stay in relationship with a colleague when they can’t do their job as effectively because they don’t have all the information. When projects, teams, schedules or leadership change make sure everyone who needs to know – bosses, peers, direct report, PAs – has the information and the context. If at all possible inform your network before the decision is done and dusted because there may be knowledge around that, if shared in a timely way, could influence a richer outcome for all.
2. Name the challenge
If I had a pound (or a dollar) for the number of times I heard a professional not take accountability for something not going 100% to plan I’d be … well, richer than I am right now. Here’s how to name a challenge: ‘I would be more effective next time if I:
• develop my communication skills’
• shared more information before the meeting
• ask for contributions from the board, the team, our customers in time to influence the outcome
• learned how to use that software more efficiently
• was completely prepared around the numbers before I make a decision
• listened more and talked less
• let go of a bit more control and perhaps delegated some of the tasks to other departments who’re better informed
When you’re in the business of taking responsibility for your contribution you’re in the business of successfully being able to refine your skills to get a better result next time. Blame is exhausting, demoralising and part of ‘the old game’.
3. Respect difference
It’s comfortable to surround yourself with people who agree with your style and those who affirm to each other how right they are. It’s also a sure sign that the business you’re in will have a shorter life-cycle than a competitor with a healthy culture of challenging, debating, refining processes, and exploring new markets, clients, systems, team mixes and partnerships. It’s not necessarily about having a mix of age, gender, culture, belief, sexual orientation, mental & physical ability or faith groups among your employees (although that’s a good start), it’s more about having an openness to feedback and new suggestions whether from employees or from customer.
What worked historically may not be a guaranteed formula for the product or marketplace to come. Developing a culture of many right ways is a formula for reducing conflict. Stepping away from black and white thinking and embracing infinite shades of grey!
4. Use time as a tool
It’s tempting to want to have a conversation or a decision concluded in a first meeting or by the close of play today. Information or conversations that make you uncomfortable are often pointing to areas that you many not have considered or may not be as familiar with as your professional norm. Ask yourself ‘where is there value in further considering this point’; ‘how can I test to see if what’s being said makes business sense’; ‘how can I learn to listen more un-judgementally’. And then give it a day or two – everything softens. Just because a conversation had a difficult outcome last time doesn’t mean that’ll be the case next time you try. Ultimately everyone finds conflict stressful, so use time to allow all parties to find a peaceful way forward.
5. Take nothing personally
Most people don’t mean to offend or challenge. Communicating with tact and being good with change and difference are skill sets; they can take years to develop and even then they’re constantly in need of refinement because business, diversity and social acceptability are moving, changing entities. Developing a mindset of ‘allowing’ is part of the process of mastery in leadership and professionalism. It’s not reasonable to go through life or work expecting never to be offended. When the times do come (and they will) this STOP method is often a good prompt:
• Stop for a moment before you speak
• Take 3 deep breaths and smile (if you can)
• Observe what’s just been said; ask ‘why am I reacting to that’
• Proceed with compassion
Mastery in handling conflict is not about doing it better than other people, it’s about doing it better than you did last time.
1. Be generous with information
It’s a challenge to stay in relationship with a colleague when they can’t do their job as effectively because they don’t have all the information. When projects, teams, schedules or leadership change make sure everyone who needs to know – bosses, peers, direct report, PAs – has the information and the context. If at all possible inform your network before the decision is done and dusted because there may be knowledge around that, if shared in a timely way, could influence a richer outcome for all.
2. Name the challenge
If I had a pound (or a dollar) for the number of times I heard a professional not take accountability for something not going 100% to plan I’d be … well, richer than I am right now. Here’s how to name a challenge: ‘I would be more effective next time if I:
• develop my communication skills’
• shared more information before the meeting
• ask for contributions from the board, the team, our customers in time to influence the outcome
• learned how to use that software more efficiently
• was completely prepared around the numbers before I make a decision
• listened more and talked less
• let go of a bit more control and perhaps delegated some of the tasks to other departments who’re better informed
When you’re in the business of taking responsibility for your contribution you’re in the business of successfully being able to refine your skills to get a better result next time. Blame is exhausting, demoralising and part of ‘the old game’.
3. Respect difference
It’s comfortable to surround yourself with people who agree with your style and those who affirm to each other how right they are. It’s also a sure sign that the business you’re in will have a shorter life-cycle than a competitor with a healthy culture of challenging, debating, refining processes, and exploring new markets, clients, systems, team mixes and partnerships. It’s not necessarily about having a mix of age, gender, culture, belief, sexual orientation, mental & physical ability or faith groups among your employees (although that’s a good start), it’s more about having an openness to feedback and new suggestions whether from employees or from customer.
What worked historically may not be a guaranteed formula for the product or marketplace to come. Developing a culture of many right ways is a formula for reducing conflict. Stepping away from black and white thinking and embracing infinite shades of grey!
4. Use time as a tool
It’s tempting to want to have a conversation or a decision concluded in a first meeting or by the close of play today. Information or conversations that make you uncomfortable are often pointing to areas that you many not have considered or may not be as familiar with as your professional norm. Ask yourself ‘where is there value in further considering this point’; ‘how can I test to see if what’s being said makes business sense’; ‘how can I learn to listen more un-judgementally’. And then give it a day or two – everything softens. Just because a conversation had a difficult outcome last time doesn’t mean that’ll be the case next time you try. Ultimately everyone finds conflict stressful, so use time to allow all parties to find a peaceful way forward.
5. Take nothing personally
Most people don’t mean to offend or challenge. Communicating with tact and being good with change and difference are skill sets; they can take years to develop and even then they’re constantly in need of refinement because business, diversity and social acceptability are moving, changing entities. Developing a mindset of ‘allowing’ is part of the process of mastery in leadership and professionalism. It’s not reasonable to go through life or work expecting never to be offended. When the times do come (and they will) this STOP method is often a good prompt:
• Stop for a moment before you speak
• Take 3 deep breaths and smile (if you can)
• Observe what’s just been said; ask ‘why am I reacting to that’
• Proceed with compassion
Mastery in handling conflict is not about doing it better than other people, it’s about doing it better than you did last time.
About Author
Jennifer Broadley
is one of the UK's leading executive coaches. She works with corporate
leaders, business directors and successful entrepreneurs. She
specialises in CEO coaching, prosperity coaching and providing the most
cutting-edge and intuitive leadership and personal success programs in
the UK. Jennifer is passionate about the ongoing self improvement of the
world's future business leaders – the way-showers for our precious next
generation. She coaches, speaks, writes and runs workshops on 'The 7
Steps to Personal & Professional Freedom'®. Her book of the same
name from www.Amazon.co.uk You can call, email or message Jennifer from www.jenniferbroadley.com
