The IndustryWeek Talent Advisory Board offers monthly advice on how its members got to where they are in the manufacturing world. This month's question was:
How do you manage conflicts that come up between equals while managing a team?
Every month, we ask the group a new question about their careers or life experiences. If you have a question for the group, please send it to IndustryWeek Talent Editor Ryan Secard.
Organizational savvy is one of the most important skills to flourish in a dynamic team environment. As a leader, your ability to navigate organizational conflicts will be directly proportionate to the established relationships with your peers. This is why Stephen Covey’s cited Emotional Bank Account is useful during conflict resolution. The emotional bank account is built over time with your colleagues and emphasizes positive interactions and relationships that can be leveraged when disagreements occur. It's crucial to handle conflicts with a balanced approach that fosters a healthy, collaborative atmosphere while ensuring respect and morale are maintained.
On the proactive front, lead by example and create an environment where team members feel comfortable expressing their thoughts openly. Always manage disputes with professionalism, empathy, and patience. After resolving conflicts, follow up with people to ensure solutions are effective and relationships remain strong. Remember the art of negotiation is when everyone feels like they’ve won.
Bill Good — Vice President Supply Chain, GE Appliances
In my career, I have worked in several cultures dominated by “A” type personalities, which can make addressing these types of conflicts even more difficult. As a leader in these types of environments, addressing conflicts among equals requires both tact and assertiveness. However, the key in any situation like this is to actively engage in the situation and lead by example, demonstrating how direct, yet diplomatic communication can resolve disputes effectively. As one of my mentors always told me, “be fair, firm, and consistent”.
Firstly, recognizing and openly acknowledging conflicts is essential. Ignoring them will only allow them to fester and negatively impact team dynamics. Type A personalities are often competitive and can have strong opinions, making it crucial to address issues promptly before they escalate. As a leader, your role in creating a safe environment for open communication is paramount. Set up a neutral environment for discussion, and make it clear that while the drive for results is appreciated, collaboration and respect are even more important to the success of the team. It is also important to create a culture where team members feel safe to express their thoughts and feelings without fear of reprisal.
It is also important to tailor your approach to the nature of the conflict. If the disagreement is between two individuals, consider separate initial discussions to understand each person’s viewpoint without the pressure of an audience. This can prevent the kind of defensive posturing that often escalates tensions. Once you have a clear understanding of the underlying issues, bring the parties together to discuss their issues or differences. As a leader, it is key that you set clear expectations for respectful and constructive dialogue during this session. Emphasize the importance of active listening, where each participant seeks to understand the other's points before responding. As a leader, it is also essential that you place an emphasis on shared goals and recalling past successful collaborations. This can help you shift the discussion from confrontation to collaboration. This approach not only resolves the immediate conflict but also builds a foundation for stronger, more resilient team dynamics, ultimately enhancing both personal and team performance.
Sometimes, these efforts can fail due to one party's lack of cooperation. In this case, addressing the issue quickly and directly is essential. Start with a private conversation to outline the impact of their ongoing behavior on the team and clarify the expectations for improvement and consequences. If there's still no improvement, it may require you to further involve HR in a more formal intervention by initiating a performance improvement plan. Throughout any of these efforts, it is paramount that you act with fairness and transparency to maintain trust within the team.
Timothy Noble, President & Managing Partner — The Avery Point Group, Inc.
The actions for managing conflicts among other employees depends on the context and environment. Professional disagreement is healthy and is not part of conflict to be managed. Typically rephrasing of those disagreements for more effective communication is all that is needed. Actual conflict is usually based on lack of respect for one another.
This question specifically asks about “equals.” The more impactful aspect is how this conflict is reflected in performance and behavior, regardless of relative rank on an organizational chart. Outside of the org chart, every employee is an equal. Within the org chart, the humans remain equals but the level of responsibility and impact may vary widely.
Conflict in a public setting is best handled immediately by defusing it. That could involve lowering voices, changing wording, and perhaps restating acceptable behavior.
Organizational culture should expect all employees to behave as adults, to play well with others, and to demonstrate respect. Bad culture must be changed, or left behind. Bad behavior in healthy cultures can happen. A calming statement reminding all of expectations will usually lower the temperature. A private meeting with the two people may be required, but often these conflicts are short-lived.
It's always wise to reflect on the behaviors of leaders. We are seen as role models, for good or for bad.
Becky Morgan — President, Fulcrum ConsultingWorks Inc.
