One of the most stressful issues that leaders must deal with is conflict resolution. In the workplace, conflict is virtually unavoidable, so being able to deal with this issue in a timely and effective manner remains of the most essential skills for executives. When leaders leave conflict unresolved, a company’s culture can quickly become toxic, which in turn discourages productivity and can lead to even more serious problems. However, a leader who takes responsibility for conflict resolution and steps in to address issues quickly will earn the respect of employees and keep the organization on track.
Resolving conflict effectively takes both skill and practice. The following are some tips to help leaders better address conflicts:
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Take action as soon as proof emerges.
Acting on conflict too slowly can do lasting damage to a company’s culture, but intervening too soon can also cause unnecessary problems. Often, rumors create conflicts, and the issue naturally fades away as everyone forgets the gossip. Intervening in this case can make people feel like you don’t trust them. After all, wouldn’t you be offended if someone believed a terrible rumor about you? However, once proof of misconduct emerges, or if the rumor does not fade away, then it is time to act.
Leaders need to be aware of the energy around them. If the majority of employees realize that action is necessary before management does, then leaders can seem lazy, oblivious, or afraid of conflict. Not taking timely action also leads other people taking their own steps to resolve the conflict. When this happens, it undermines the leader’s authority and erodes the trust between management and employees.
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Practice empathy and respect differences.
A key part of communicating effectively is trying to see the other person’s point of view. While empathy is important for communication, it is absolutely essential for conflict resolution. When conflict emerges, the issue is rarely a black-and-white matter, especially as organizations continue to become more diverse. Leaders need to embrace the “grey” by taking time to listen to the point of view of each party involved in the conflict. Coming into the situation with prejudices will only make employees resentful.
Everyone deserves to be understood and, often, people will cease fighting for an issue once they feel like someone understands and acknowledges their side of the argument. Before speaking to employees, leaders should take time to consider cultural and personal differences so that that they can be as empathetic as possible.
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Recognize others’ personal boundaries.
Boundaries are an important aspect of conflict. Often, conflict arises when people feel that others have violated their boundaries. Because of this, leaders need to read their employees and understand where their boundaries are. Not everyone is self-aware, and leaders can help individuals be more assertive about where they draw the line so that other people in the office can respect those boundaries.
Leaders should also look for people who like to push boundaries. While pushing boundaries can help people achieve greater things in some cases, pushing too hard can cause conflict. Individuals who tend to push too hard need to recognize this behavior.
Understanding boundaries starts with a personal recognition of boundaries. At times, leaders will not be equipped to handle conflict resolution, and it is important to know when to call mediators or other professionals who can offer help. Sometimes, if the conflict is very serious, professionals should be consulted from the very beginning.
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Rebuild by finding common ground.
Typically, organizations hire people who all share a similar vision. When conflict arises, it is helpful to remind people why they are doing the work. If the company’s mission is not common ground, perhaps individuals can point to specific shared values, experiences, or personal goals.
This common ground redirects the tension and helps individuals start to look at the humanity within each person. This realization, in turn, leads to the reestablishment of mutual respect. Common ground is also a solid foundation for rebuilding relationships. Sometimes, individuals just need a reminder that they are really on the same team and working toward the same end.
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Confront the tension directly.
Conflict necessarily involves a wide range of emotions. Leaders need to understand that addressing the practical aspects of conflict is not enough. If the emotional aspects of conflict are not handled, those emotions will fester, and the disagreement will occur again. To address emotions, leaders should ask individuals to express not just what they think about the situation, but also how the issue makes them feel.
Employees should understand that emotions do not always have logical explanations, but owning them and admitting to them is half the battle. To encourage honesty, leaders should ensure that conversations will be kept confidential. This lets employees get any concerns off their chest so that they can move one without feeling the weight of the conflict on their shoulders every time they enter the office.