Tag Archives: Leadership

Collaboration, Communication, Conflict Management, Leadership, Team Building

Resolving Conflict-It’s Not about Winning

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“Peace is not absence of conflict, it is the ability to handle conflict by peaceful means.” —Ronald Reagan

By Elizabeth Stincelli, DM

 

What Causes Conflict and How Do We Resolve It?

Conflict is the mental struggle that arises when our ideas, needs, wishes, or demands are in opposition to those of others. Conflict is inevitable when you bring people together from different beliefs and backgrounds. When we spend time in conflict with each other we are wasting energy and destroying any sense of camaraderie. Conflict does not resolve itself and only escalates if not addressed. Unresolved conflict can result in the loss of productivity, cooperation, collaboration, and creativity. Let’s look a little deeper at some of the factors that cause conflict and how we can resolve them.

Cognitive bias

Cognitive biases are thinking errors that impact how we interpret the world around us. These biases often occur when we try to over-simplify how we process information. Biases cause irrational thinking and affect our ability to make sound decisions.

Biases can influence in simple ways such allowing the way you currently feel to color the way you interpret the world around you. They can permit your judgment to become dependent on previously provided evidence with little regard for new evidence. You may have the tendency to listen only to information that confirms your preconceived beliefs or to interpret information in a way that confirms these beliefs. Your expectations could be unconsciously influencing how you perceive the outcome of interactions. It is also easy to let ourselves get caught up in group think and adopt the beliefs of others without proper evaluation.

When we experience a cognitive bias it impairs our ability to rationally interpret information and experiences. It is easy to fail to recognize and compensate for our own biases. We must be aware of these biases and how they impact our thinking in order to prevent and resolve the conflict they may cause.

Ambiguity

Conflict often arises when we assume all parties are talking about the same thing. Often we find that each participant to a conversation has their own definitions and meanings which are not in agreement with each other. In order to eliminate ambiguity we must come to the same understanding, with the same definitions and meanings by asking open-ended questions which you do not have preconceived answers for. Listen with the intent of gaining an understanding of how other parties perceive the situation.

Many times conflict involves the perception we have of the role we play in a group differing from how others see it. Conflict becomes more likely when we are operating under different assumptions about our roles and responsibilities than those we work with. Clear, written communication can be effective at keeping ambiguity to a minimum. Make sure you know what the conflict you are experiencing is really about. Work together to assign clear roles, define reality, and eliminate ambiguity.

Communication

The most successful approach to resolving conflict is open, two-way communication. In order to communicate effectively you must learn to listen without passing judgment. Each party to the communication will apply their own definitions and meanings; therefore, you can’t just listen to the facts. You have to ask probing questions and come to a consensus on the definition and meaning of the facts. Also, don’t just listen to others to figure out how you can get them to agree with your point of view. Listen to really understand and appreciate their reality so you can understand where they are coming from.

Be clear and consistent with communication from the very beginning of the relationship. Ask questions and keep an open mind. Talk through and test the feasibility of proposed solutions together. Prepare in advance for difficult conversations. Define how you see the problem. What points do you think are important? Come prepared to propose possible solutions. Make sure your message is clear and concise. When working to resolve conflict, watch the tone and language that you use and keep your emotions out of the discussion. Be an active listener and show yourself to be transparent and trustworthy. Focus on mending relationships before turning your focus to tasks.

Spanning boundaries

To resolve conflict we must learn to build bridges between management, employees, suppliers, and customers. We must develop strong relationships between people with differing beliefs, experience, and knowledge. By clarifying the role that each individual plays and the purpose of the team you can capitalize on the power that individual differences bring to the table.

Establish commonality by creating a shared vision, building trust, and coming together to achieve a higher purpose. Co-create something greater than could be achieved individually by combining a shared vision and strategy with the expertise, resources, and experiences of each individual. Span boundaries by accepting and appreciating the diversity that builds a great team.

It’s Not about Winning

Conflict is inevitable. It’s usually rooted in poor communication and the inability to control our emotions. When working to resolve conflict, listen with the intent of developing a connection, not to merely respond. Don’t communicate with the goal of getting the other person to agree with your point of view; communicate to bring differing points of view together to co-create something that is new.

When dealing with conflict, keep your emotions in check and maintain moral high ground. You do not have the power to change others so you may have to look at ways you can change your approach to managing relationships to avoid and resolve conflict. Conflict can be about bringing differing opinions together and co-creating something fantastic. Don’t think of resolving conflict in terms of winning. It’s not about seeking to defeat an enemy but about finding common ground for cooperation, compromise, and collaboration.

© 2014 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Communication, Employee Morale, Leadership, Morale, Organizational Culture

The Killing of Employee Morale

The Killing of Employee Morale

“Coming together is a beginning, staying together is progress, and working together is success.” — Henry Ford

By Elizabeth Stincelli, DM

 

The Importance of Employee Morale

We all know that happy employees are productive employees. Content employees are less likely to waste time their own time as well as that of their co-workers. They are more engaged in their work and feel they have a vested interest in achieving company goals.

        Are We Killing Employee Morale?

Morale can prove to be fragile. One poorly handled situation or unpopular decision by management can send morale spiraling out of control. Here are a few factors that can kill employee morale.

                       Lack of Communication

When we don’t have all the information, we fill in the blanks with our imagination. And, our imagination can come up with some pretty terrifying scenarios. Lack of communication often leads to assumption and fear. Communicate with your employees. Share the current position of the organization and the vision for the future. Discuss strategic plans and the rationale behind the plans. And, most importantly, communicate the vital role that each one plays in the success of the organization.

                       Lack of direction

Employees want to be part of a successful team. But success is hard to achieve when you are not sure what direction you are supposed to be going or what success looks like. As leaders, it is our responsibility to make sure employees have the direction and tools necessary to achieve success. Make sure employees have a clear understanding of the objectives that the organization is working towards. Paint an encouraging picture of what success looks like. It is your responsibility to serve as a facilitator. Help establish goals, set parameters, provide them with the information, resources, and the direction they need, then, get out of their way and let them find the best way to do their jobs.

                       Lack of a voice

Gone are the days of employees who are content to work, day in and day out, like mindless robots. Employees want to be heard. They want a say in how their organizations are run and the freedom to design their work, their way. Employees know what’s happening on the front lines. They know what works and have great ideas. As leaders, we must engage them in conversations where we ask questions and really listen to their answers. We must also involve them in developing solutions to organizational problems.

                        Lack of trust and respect

Relationships that are built on trust and respect are the mechanisms we use to influence others. If you lack the trust and respect of your employees, they will follow you by force, not by choice. Earn trust and respect by showing that you are committed to your vision and that your words and actions are congruent. Your character will show in the values you live by, make sure you choose them carefully. Always keep your word, be fair, and consistent. Show your employees that you genuinely care about each one as an individual. Lead by example. And, prove yourself competent but not arrogant.

                       Lack of acknowledgement

Employees want to know that they are valued and their efforts matter. By simply acknowledging that we appreciate an employee’s contributions, we create loyalty and encourage continued hard-work. Tell your employees thank you. Say “good job, the team couldn’t have done it without you.” Make an employee’s day by simply giving them the credit they deserve.

        Take-Away

When morale is good, employees are more motivated, engaged, creative, and efficient. As leaders, we must develop healthy operating environments where we avoid morale killing behaviors. The skills and character traits that allow us to avoid these behaviors also strengthen our abilities as leaders.

Change Management, Leadership, Organizational Culture, Teamwork

Organizational Culture Stumbling Blocks

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Organizational Culture Stumbling Blocks

“Even those who fancy themselves the most progressive will fight against other kinds of progress, for each of us is convinced that our way is the best way.”— Louis L’Amour

 By Elizabeth Stincelli, DM

 

         A Healthy Culture

The culture of our organization serves as the foundation with which we build all other structures that allow us to accomplish our organizational objectives. A healthy culture is the result of continuous evaluation and development. As we work towards improving our organizational culture, we often encounter stumbling blocks. These stumbling blocks result in lost time and frustration. But, if we can recognize them, we can overcome them.

       Stumbling Blocks

While the list is many, here are a few of the stumbling blocks that can affect our ability to improve the culture of organization.

               Lack of trust

Lack of trust in the boss does not necessarily mean loss of trust. If you have lost the trust of your employees, struggling to improve your organizational culture is only one of your many problems. If your employees do not trust you, they will not follow you. Lack of trust, on the other hand, often stems from the perception that you are unable to identify with the issues of your employees at their level. Employees are leery of supporting initiatives that have been designed from a top-down perspective. Get out on the floor, talk to your employees, roll-up your sleeves and work with them. See the world from their point-of-view. When employees trust that you are setting the cultural GPS based on the view from their level they are far more likely to give you their full support.

                “It’s not my job”

The “it’s not my job” mentality can become like a contagious disease once it sets in, spreading through your organization like wildfire. This type of attitude prevents the development of a cohesive, supportive, helpful, encouraging work environment. This negative environment is not conducive to any type of positive cultural growth. Our organizations benefit when we have an adaptable, flexible workforce. As leaders, we need to educate our employees on the benefits of developing new skills, gaining new knowledge, and sharing our skills and knowledge with others. We must set clear expectations and then empower employees to take ownership for their work. The change in mindset will do wonders for your company’s culture.

                       Lack of empowerment

Employees who are not empowered feel that they have little or no control over their own work. This results in lack of engagement and low morale both of which will have a negative impact on organizational culture. By empowering employees, we provide them with discretion and independence over their work, a belief that their work is important and has meaning, that they are seen as competent to perform well, that they are active participants, and their actions and decisions matter. Empowering employees requires us, as leaders, to trust our employees and to take the risk of allowing those employees to make mistakes and learn from those mistakes. Empowered employees are more optimistic about the contributions that they can make to the organization. Their optimism is contagious and that is always good for organizational culture.                

                Negative internal politics

Negative internal politics result in distrust and fear. Anytime your employees feel they have to question the motives, words, or actions of upper management you are going to struggle to get anything accomplished. The best solution to this problem is authenticity and communication.

        Take-Away

These stumbling blocks hinder our ability to develop and maintain an organizational culture that supports the vision and goals necessary in a business environment where innovation and agility are key factors to success. These same stumbling blocks affect many other aspects of leadership. Over the next few weeks we will look at other facets of our organizations and some of the other obstacles we encounter.

 

 

         

 

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Team Building

“A strong team is built not with like-minded individuals, but with individuals who can contribute varied experience, education, and skill to shared team goals.”    

                                                                                                            -Elizabeth Stincelli, DM

Leadership

What are YOU doing to develop the next generation of Leaders?

Jack Welch reminded us that, “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” Encouraging and facilitating leadership development at every level of an organization is crucial to continued success. As leaders, we can help to develop the next generation of leaders by providing employees with the opportunity to share their knowledge, skills, and experience while taking on increasing responsibility. The modern-day organization should encourage the development of a culture that does not rely on a single leader, but shares the leadership responsibility throughout the organization. This leads to an improvement in decision quality, acceptance of change, and greater job satisfaction as well as allowing individuals to develop the leadership skills the organization will need in the future.