If you're a leader in any industry, chances are you've been asked this question before. It often comes up during interviews for leadership roles or when assessing potential team members for your department. But how do you respond to this question? More importantly, do you truly understand your leadership style, or do you find yourself defaulting to clichéd responses like "I lead from the front or behind," "I prioritize open dialogue with my teams," or the classic "I'm not a micromanager."
As the founder of The Jule Group, I hold leadership in high regard. Currently pursuing a Master's degree in Organizational Leadership, I'm continually experiencing enlightening moments of insight. One significant realization from my studies thus far is that many leaders lack a clear understanding of their current and desired future leadership philosophy. My academic journey has revealed substantial gaps in leadership theory, conflict resolution skills, and emotional intelligence among leaders nationwide. However, the positive news is that it's never too late to improve as a leader. This often marks the difference between fostering healthy, productive teams and encountering significant discord and turnover.
One undeniable truth is that conflict within a team is inevitable. As a leader, are you equipped to navigate through these challenging situations? If you're feeling uncertain, that's okay, but learning how to engage with your team during tough times is crucial. Here are some steps to consider as you refine and enhance your leadership philosophy.
Is it safe? Have you established an emotionally safe culture within your team? This concept is often referred to as Psychological Safety. It means team members feel at ease discussing challenges to achieve objectives and can voice concerns or address obstacles without fearing failure. It's about fostering a trusting environment where it's safe to learn and even make mistakes.
Please, not the "F" word at work. Do you embrace feelings and emotions within your team? Here's the science: emotions will inevitably surface, whether you acknowledge them or not. The more critical question is, do you create room for emotions, and does your team have a robust and shared emotional vocabulary to express them effectively? It's about going beyond the basics – happy, sad, frustrated, angry, etc. Can you pinpoint emotions accurately so they can be acknowledged and addressed promptly? If you haven't already, I highly recommend reading "Atlas of the Heart" by Brene Brown and "Permission to Feel" by Marc Brackett. These books offer valuable insights into emotional intelligence and provide practical tools for understanding and managing emotions effectively. An extensive emotional vocabulary enables you and your team to precisely identify and address the feelings associated with various emotions.
Boundaries, please. Do you have clear guidelines or established norms for handling conflict within your team? For instance, do you encourage taking breaks during heated disagreements? As a leader, are you actively promoting this as a crucial step in conflict resolution? If not, it's essential to do so. Research shows that during intense emotional moments, the amygdala can hijack decision-making abilities, leading to a fight or flight response. Taking a moment to step away and regain composure is the most effective way to prevent conflicts from escalating. Make it explicit to your team that taking breaks to regain composure is not only acceptable but encouraged.
A different lens. Another vital aspect is practicing perspective-taking. We've all heard the adage of walking a mile in someone else's shoes, but do we actually try to understand the other side during conflicts? Unfortunately, the answer is no in many organizations. Instead, individuals often cling stubbornly to their own perspectives, leading to deep team divisions. It's crucial to set expectations that side discussions are not tolerated. Sharing thoughts outside of the conflict resolution group indicates a lack of trust in the team environment. At The Jule Group, this is a non-negotiable aspect of our team culture, as forming alliances outside of the group only exacerbates conflicts and undermines inclusivity.
I'm sorry. Finally, forgiveness and a commitment to moving forward are essential. Resolving conflicts may take time, but harboring unresolved emotions can cause more harm than good. Encourage team members to approach you privately if they feel uncomfortable sharing their opinions in group settings. During these discussions, inquire about the reasons for their hesitation and encourage them to express their views openly in team meetings going forward.
As a leader, it's inevitable that conflicts will arise, but it's crucial to establish clear expectations for how they will be addressed. If you're seeking effective strategies to implement a conflict resolution roadmap and foster conflict-competent teams, contact The Jule Group. Our approach prioritizes the human aspect and emphasizes the team's overall well-being. Our team of experts will tailor a plan to fit your specific needs and circumstances.
Additional References:
Runde, Craig, E. and Tim A. Flanagan. Becoming a Conflict Competent Leader: How You and Your Organization Can Manage Conflict Effectively. Available from: VitalSource Bookshelf, (2nd Edition). Wiley Professional Development (P&T), 2012.
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