Every organization has conflict, and not every conflict
requires the CEO’s involvement. But when a big problem shows up that impacts
the profits, reputation or operations of the company, it’s time for the CEO to
step in.
Avoid the urge to jump to a quick conclusion. The best
solutions come from gathering feedback from everyone involved. You need
information — the right information — to uncover the true problem underneath
visible symptoms. Your goal isn’t just to fix the problem, but to get everyone
on board with the solution.
Most people approach conflict from a win-lose perspective:
in the end, someone will win and someone will lose. The leader’s job is to find
a solution where there can be more than one winner, or at least an acceptable
compromise that feels like winning. Involve all relevant parties in the
investigation and ask for their best ideas.
The resolution should also align with the company’s core
values and purpose.
If the conflict is around insufficient technologies or
communication to serve customers properly, then the resolution should not only
solve the problem, but also lead to better customer service. If the conflict
revolves around a person, then the awareness and development plan of that
person should lead to better workflow and culture. In rare cases, the answer is
to help a person find another job, but that too can be a win-win in the end.
CEOs who are comfortable with the process of conflict
resolution will run more fulfilling and dedicated work environments because
people will feel empowered and supported to do their best work — without drama.
That, in turn, leads to more growth and success.
At Allied Executives, we deal with
conflict and drama in a controlled environment. Feel free to bring your hot
topics as a member of a peer group, and learn new techniques for conflict
resolution.
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