June 5, 2014
How conflict affects the bottom line
Succeeding through conflict at work can be one of the most valuable skills any leader develops. A team whose differences are respected amongst each other – strengths, work patterns, communication styles, personalities and life choices – is a powerful team. A manager who encourages diversity and is equipped to manage difference skillfully is an asset to any company.
One of the most stressful things in any professional’s life is heading in to work every day knowing that there’s someone they have to interact with that will cause them stress. To do this day-in-day-out, for weeks and months on end is like slow torture and can lead to anxiety, sick days and physical and mental health issues. All too often this is not the result of 2 people in a team who can’t get on, it’s the result of a manager, not being equipped to spot relationship difficulties amongst their people, and if they do spot it, not having the skills to manange the process towards awareness, resolve and active professional development.
I have seen and heard of extraordinary examples of badly managed teams AND badly managed managers. These include:
- public humiliations of jobs done badly around a table of 14 team leaders – with projects critically picked apart in front of peers ‘why did it happen?! what were you thinking?! this is worse than useless?!’;
- an manager avoiding a growing conflict situation between 2 members of her team. This escalated into a violent outburst from one team member who was subsequently (understandably) signed off and hospitalised with acute stress. The future investigation focussed on the actions of the 2 employees, and not on the manager as requiring intensive further training and development;
- a 22-years-in-the-business director whose team turnover was extensive. His managers were constantly fed with non-timely, incomplete information, given little direction, and were used as scapegoats when projects or tasks failed to hit timelines or budget. This director played a very political game within the board of the company (very old school), undermining (over time) his managers, who ultimately took their skills elsewhere. Important to note that the company in this case had invested £0 in the professional development of this director in over 2 decades.
As a corporate and executive coach I mainly deal with high performing, aware professionals who strive to be clear about their strengths and their ability to contribute to the maximum in the roles they’re in (like a formula 1 car receiving fortnightly tuning). However, in at least a third of cases I’m asked to consider, a director or manager want’s me to ‘fix’ a person who reports in to them to ‘make them see’ or ‘get them to understand’.
In these situations I have to explain (sometimes to the point of losing the contract) that if I ‘fix’ this person without having the ability to coach their director to increase his/her skills and awareness it’s a poor time and money investment for the company. It’s like teaching a child to speak clearly then leaving them in a home where the parents mumble – it just increases the child’s frustration that the culture they live in is not evolved enough for them to fully thrive.
The issues for companies with potential conflicts between employees are:
- how to justify the investment of time, money and productivity once a conflict situation gains its full momentum (employees, leaders, human resources, knock on effect to team morale)
- how to skill up staff to ask for help before a situation escalates
- how to train managers to know the difference between normal creative friction and ongoing, stress-enhancing, detrimental behaviour
- how to continue to invest in the development of teams and leaders regardless of there being issues and conflict situations (being proactive in keeping professinalism and awareness high)
I’ll lighten it up in the next post and look at the top 5 ways to succeed in managing conflict at work!