“LET’S GET READY TO RRRUUUMMMBBBLLLEEE!” - Solving Conflicts at Work as a Supervisor banner image

“LET’S GET READY TO RRRUUUMMMBBBLLLEEE!” - Solving Conflicts at Work as a Supervisor

Webster’s dictionary defines conflict as “a sharp disagreement or opposition of interests or ideas.”

Often times, the notion of conflict causes people great stress.  However, there is no workplace without conflict. The question is, how do we turn it into an asset, rather than a dynamic to be feared or avoided?

Let me just put it out there: if you want to be an effective leader, you need to embrace the notion that conflict is part of the game. Disagree? Recall a time where you avoided a conflict.  Did it have a positive outcome?  Exactly. Now let’s proceed.

The ability to recognize and understand the nature of conflict and bring it to a swift resolution is a core component in your leadership toolkit. Avoidance by wishing that said conflict will resolve itself almost never works. And should you fail to address it proactively, not only does the conflict itself escalate – you could be causing some irreparable damage to your career as well.

Even in the healthiest of workplaces, there is conflict. Typically, it stems from two major sources; communication and emotions. With communication, conflict can start with a simple lack of or bad information. Or maybe there is good information, but your team doesn’t know what to do with it. Then what? As leaders, we must ensure communication is clear, concise, accurate, and timely to avoid conflict. And don’t forget the “why?” It’s one thing to share information, but strong leaders will explain the context as well.  

Emotions cause the other major source of conflict. These often surface when people use deceit or other emotional weapons to take negative attention away from themselves. Consider the employee who isn’t performing well, and constantly points fingers at others to shift the focus. Or the person who fails to take accountability when the project doesn’t go as expected. Blaming, stirring the pot, and manipulations cause major drama within the team. And yet, you know what’s worse? The leader who chooses to look the other way. Your team looks to you to set the standard for NOT tolerating this type of behavior; not passively letting it fester.

Finding yourself a bit conflict averse? Try these approaches and see if it helps you build up a bit of strength and courage you might be missing when a nipping conflict occurs.

DEFINE YOUR BEHAVIOR BAR

My entire team has heard me say on infinite occasions, “no drama.” My daughters hear the same message at home. Of course, conflict arises. However, it can be addressed before it turns into a swirling mess of emotional turmoil and wasted energy. By understanding where that bar is for you, and articulating it, you are defining what’s acceptable – and unacceptable. This sets the tone and framework for collaboration, team building, leadership and people development, etc.  

PREVENT THE FIRE INSTEAD OF RUNNING INTO IT

How do you really handle conflict effectively? Attempt to prevent it from occurring in the first place. Pause to identify all the areas of potential conflict, and address it proactively before it causes bigger challenges. This takes some forethought and planning, and almost always circles back to embracing the communication points mentioned above.

GET IN THEIR HEADS

As a leader, you might have a concise and well thought out vision and message that makes complete sense to you, but conflict can arise if you fail to look at the scenario from the other person’s perspective. Conflict can often be avoided if you put yourself in their shoes, and tailor your messages to include proactively addressing what’s important to them.

CONFLICT = OPPORTUNITY

With every conflict comes an opportunity to learn, grow, and get better. Conflict doesn’t have to be contentious or damaging; it can be channeled into a healthy exchange of ideas to get to a better solution. Strong leaders will look to embrace these opportunities, and further their teams along through the healthy exchange of divergent viewpoints.

Nearly any conflict can come to a satisfactory resolution if it is supported by the good intentions and sincere effort to do so. Failure to address conflict, hoping it will disappear or solve itself is poor leadership.  Seek to lead your team to a common ground and shared goals and desired outcomes.  Can’t solve it with these strategies?  One simple trick to resolve just about any conflict:  when in doubt, just do the right thing.


Christina Luconi is Chief People Officer for Rapid7. Follow her on Twitter: @peopleinnovator.