Tips for Handling Conflict at Work

As a manager you’re bound to find out that not everyday is going to be as pleasant as others. You may have problems with clients or deadlines but in my experience the worst days are the ones during which your own team has trouble getting along. If your team members are in the midst of a conflict it’ll be up to you to sort things out. Here are a few tips to help make that job a bit easier.

Determine the Actual Problem

Sometimes people argue and then things escalate until they no longer remember what the original problem was. Ask everyone involved to sit down and talk about what they perceive the problem to be. Once you all agree on a source you can start to find a solution.

Allow Everyone to Contribute

Make sure everyone involved in the conflict has the opportunity to talk about what he or she not only thinks the problem is but what his opinions are and how the problem can be solved. Give each person a set amount of time to speak and make sure everyone sticks to the facts – no berating other team members.

Reach for a Compromise

Identify the methods each member of the group thinks need to be followed in order to reach a compromise. Not everyone will be happy with the entire outcome but there is always a way to make as many people happy as possible. Identify both long and short term goals and find ways for everyone to work toward them together.

Thanks again,

Sean

Sean McPheat

Managing Director

http://www.mtdtraining.com

Management Blog Call To Action

Management Share Blog Button

eye

Body Language 101: The Eyes

eyeWe’re going to continue our study of body language by taking a close look at the eyes. The eyes play a huge role in an individual’s ability to express himself. They send several different non-verbal cues and if you know how to read the eyes you’ll be better able to anticipate the needs of your employees and clients alike. Learn More

ideaaa

Campling’s Age/Work Arc Theory

ideaaaMatthew Campling, a prominent psychotherapist, once completed a case study after which he created what is now known as Campling’s Age/Work Arc Theory (or CAWA). The theory was developed after Campling asked a simple question – can a job in today’s work environment be held for life or will you have to move on as your career goals change? Learn More

Decision Making 101: Layoffs

I thought we’d end the week with a little exercise – perhaps one of the most thought provoking yet.

Imagine that you work for a company that, for whatever reason, had a workforce that consisted primarily of white males. Throughout the years you have managed to change the face of the workforce and the company now has a significant number of female, African American, Asian, and Hispanic workers. Learn More

Do You Have Tunnel Vision?

Last week, when we began discussing the various components of the decision making process, I mentioned that one of the attributes a manager needed to have when making decisions was tunnel vision (or, really, a lack thereof).

Think of it this way – a tunnel is very narrow. When you’re in a tunnel you have very few options – either back up or move forward to find the nearest exit. Decision making, when done with tunnel vision, is very similar. Managers with tunnel vision find that they have very few alternatives to choose from when it’s time to make the final decision. Learn More

judge

How Managers are Judged

judgeAs a manager you’ll find that conducting performance evaluations is one of the most difficult parts of your job. What you mightnot always realise, though, is that someone-somewhere- is preparing to evaluate your performance as a manager as well.
Learn More

Time Management Exercise: The Entrepreneur

Here’s a brief time management exercise to get your juices flowing as you prepare to wrap up your week and enjoy the weekend.

Imagine you are preparing to open your own business (selling whatever you wish) in a local shopping mall. Despite having no business experience or contacts in the field, you do have a very strong business plan. Before you can get started you’re going to have to meet with several people. These include:

  • The manager of the mall for lease negotiation
  • A lawyer to help you form your business
  • An accountant to help you learn to handle your finances
  • A banker to help you get a small business loan
  • An advertising agency to learn how to promote your business
  • An interior designer for the inside layout of the store
  • A staffing company to help you find employees
  • Suppliers, to arrange for credit and inventory

Your job today is to determine in what order you need to meet these people. Remember, if you meet with one person without having met with another one first you may have to have a second meeting. Set your schedule in a way that will minimize duplicating your efforts.

Let me know what you come up with!

Thanks again,

Sean

Sean McPheat

Managing Director

http://www.mtdtraining.com

Management Blog Call To Action

Management Share Blog Button

The 4 Main Reasons For Organisational Failure

We talk all the time about what you need to do in order to ensure your organisation stays on the path to success.

What we don’t usually do, however, is focus on the reasons organisations fail. Learn More

Enhancing Your Interpersonal Skills

Something we don’t necessarily talk about enough is your level of interpersonal skills. Your interpersonal skills dictate your ability to communicate and deal with other individuals on a regular basis. If you lack interpersonal skills you may find yourself labeled as difficult to communicate with, stubborn, aloof, or any of a number of negative descriptions.

In order to develop great interpersonal skills you need to focus on four main qualities. These can be summarised easily by remembering the STAR acronym.

  • S = Sensitivity. You need to be aware of the different needs of each of the people on your team. No two people are alike, and each will need to be treated differently.
  • T = Tolerance. Not everyone you work with will have the same beliefs. You need, especially as a manager, to be able to set aside your own personal beliefs so that you can objectively work with and understand the beliefs of your employees. Tolerance applies not only to cultural and religious beliefs but to individual work ethic as well (within reason, of course).
  • A = Assertion. You’re the manager. You’re in charge. You have the final say. You don’t have to be arrogant or rude to get your point across but if you see something about to go wrong you do need to have the guts to stand up for yourself and your ideas.
  • R = Restraint. We all have times where we want to say or do something inappropriate. You need to have the presence of mind to stop and think before speaking or taking action. If you need help, go back and brush up on some of your anger management tactics.

Get all four of these factors under control and you’re bound to build beautiful relationships with your team members and fellow managers. Let one slip and you may just find you aren’t necessarily a favourite within your office.

Thanks again,

Sean

Sean McPheat

Managing Director

http://www.mtdtraining.com

Management Blog Call To Action

Management Share Blog Button

inclusion

Including Your Employees During Times of Change

inclusionTimes are definitely changing. As the economy shifts corporations are finding it necessary to either downsize or reevaluate their structures. In other cases the situation may be a bit more simplistic – maybe you need to upsize or move into a larger office. In the end, the reality is that no matter how “hush-hush” you try to keep your organisations sensitive information, something always gets leaked. When information gets leaked, rumours begin and as these pieces of misinformation spread people begin to get nervous. Learn More