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Managers are Spending 4hrs a Week Dealing with Conflict

by | Jul 26, 2023 | Active Listening, Communication, Conflict, Decision-making, Setting Expectations

managers spend 4hrs a week dealing with conflict 

A new report by Meyers-Briggs, Conflict at Work, reveals that managers spend an average of four hours each week dealing with employee conflict. The research investigates how people in the workplace see conflict today and what we can do to manage it better.

Conflict is what happens when there is a difference of opinion. Change and disruption bring difference, which helps to explain why managing conflict is so valuable in the workplace right now. Our working environment is constantly changing.

John Hackston, Head of Thought Leadership at The Myers-Briggs Company and who carried out the study says “This research sheds light on how people in the workplace see conflict and shows how individuals can use knowledge of their own conflict-handling style and personality type to navigate conflict more effectively.”

The Conflict at Work research includes insights such as:

  • Poor communication is the number one cause of conflict.
  • Nearly 1 in 4 people think their managers handle conflict poorly or very poorly.
  • The more time that an individual spent dealing with conflict at work, the lower their job satisfaction and the less included they felt.

Compared to the company’s 2008 study, workplace conflict is becoming more common. Over a third (36%) of people now report dealing with conflict often, very often, or all the time, compared to 29% previously.

The top cause of conflict was poor communication, though conflict looked different for in-office, hybrid, and remote workers. In-office workers were more likely to say that poor communication caused conflict at work compared to hybrid or fully remote workers; but those working hybrid schedules were more likely to say a lack of transparency caused the most conflict.

In an open-ended question, survey respondents were asked, “Whose responsibility is it to ensure that conflict in the workplace is managed effectively?” 241 individuals responded, and their answers were categorized into themes:

 

Line Supervisor/Manager 45%
Everyone 42%
Me/People Directly Involved 20%
Middle/Senior Management 20%
HR 8%
Everyone 3%

 

With only 8% looking to HR to help resolve conflict, it’s important to train all employees on how to properly manage conflict. Conflict is inevitable, and if handled properly, can lead to improved relationships, new processes, and new ideas.

The greatest positive benefits of conflict were seen as building relationships, collaboration, and co-operation.

  • Women were more likely than men to mention outcomes around building relationships, collaboration, and co-operation.
  • Respondents who mentioned outcomes around building relationships, collaboration, and co-operation tended to spend a greater proportion of their time working remotely compared with those who did not.
  • They also gave a higher rating to the importance of conflict handling as a leadership or management skill.
  • Those who mentioned outcomes around achieving a better solution tended to rate their ability to manage conflict more positively.
  • Those who mentioned outcomes around change, innovation, or new ideas were more likely to mention changes in policies, products etc., and a lack of transparency as causes of conflict.

 

Source: Meyers Briggs, 2022

“It you have learned to disagree without being disagreeable, then you have discovered the secret of getting along-whether it be business, family relations, or life itself”. 
– Bernard Meltzer

How To Know If Your Leadership Is Helping Or Hurting

by | Jan 28, 2022 | Continuous Learning, Decision-making, Executive Leadership, Respectful Workplace

What if you’re unintentionally hurting the people you lead?

Here are some ways that may be harmful, even if they seem helpful:

1. Not giving employees a chance to show what they’re capable of. Allow people to show you why they were hired and how much they can do. One of your most important abilities as a leader is to let people shine.

2. Telling people what to do instead of letting them show you what they can do. Telling people what to do isn’t leadership, it’s direction. Leadership means creating a space for others to accomplish their best.

3. Constantly speaking and not allowing others to express their opinion. Listening only to your own voice harms your credibility and disempowers your leadership. Power doesn’t come to those who speak the most but to those who listen best.

4. Providing solutions to problems other people should be solving. You should not be the fixer of all problems.. Allow your people to develop solutions—their abilities will grow and they’ll come up with things you might not have thought of.

5. Complicating simple business processes. Keep things as simple and uncomplicated as possible. People have enough to do without the bother of unnecessary bureaucracy and complicated processes.

6. Saying things like “I know best.” Even if you know you’re right, it’s far more effective to guide people into the answer through dialogue and communication. People want to know they’re contributing, not just following orders.

7. Giving rewards where there hasn’t been effort. In many companies where I coach, it’s common practice to give bonuses regardless of the effort people put in. This approach only creates a culture of mediocrity.

8. Playing favorites with your team. For any leader, fairness builds trust and trust is everything. Treat everyone with the same respect and be equitable in providing opportunities.

9. Saying you’re going to do something but you don’t. Any time you don’t keep your word, your leadership loses respect and credibility.

10. Shaming, criticizing or blaming others publicly in meetings. As the saying goes, appreciate in public and criticize in private.

Lead from within: Most leaders have good intentions, but those intentions sometimes lead to bad results. Try to keep your eye on the consequences of everything you do as a leader and ask yourself whether it’s helping or hurting.

 
Source: Lolly Daskal

5 Questions to Determine if a Meeting is Essential

by | Jun 28, 2021 | Decision-making, Habits, Newsletter, Productivity

Your days are full, and it can be hard to get everything on your list done. You were finally making progress on a task when your focus is disrupted yet again with a meeting reminder. You don’t know how you’ll finish what you need to do today, and it’s probably going to be yet another waste of time. Is this just the way things are, or is there a better way?

According to The HR Digest, professionals lose an average of 31 hours a month on meetings–which adds up to approximately four workdays, or a total of two months per year. That’s a lot of disruption, particularly if those meetings aren’t actually yielding much. The problem isn’t just an overabundance of meetings; it’s that so many of them turn out to be bad meetings. But you don’t have to settle for bad meetings that disrupt your work and kill productivity. Great meetings are possible with a little bit of forethought. Let’s look at one of the first steps in that direction: determining the necessity and nature of a meeting.

Here are five filtering questions you can use to coordinate essential meetings:

  1. Is this meeting necessary? There’s a well-known piece of literary advice for writers: “kill your darlings.” That is, don’t get too attached to the storyline, especially if it doesn’t serve the bigger picture. The same is true for meetings. It’s too easy to get caught up in a series of meetings that don’t matter. Keep the high-leverage ones that support important goals. Eliminate the rest, and your team will thank you.
  2. Are you sure you’re necessary? Too often, we blindly accept the never-ending barrage of meeting invites. It’s natural to think our presence in a meeting is always necessary, especially if we were invited. But that’s not always true. Guard your schedule, and only say yes when you truly need to be there.
  3. Who else should be involved? If you’re organizing a meeting, think through who absolutely needs to attend. Remember, smaller groups can align more quickly to drive a decision. Relevant information can be shared with the masses later through an email or project-management update.
  4. What type of meeting do you want? Consider ahead of time the type of meeting that will help you accomplish your goals. Establishing this early on will keep the purpose clear and the conversation from meandering, so your time will be productive.
  5. What’s the right format? Historically, in-person meetings have been the norm across businesses. But nowadays, we’re all meeting virtually in some capacity, and in-person meetings are no longer the default. It takes intentional thought to determine what’s best for your team, and what format will work best for what you’re trying to achieve. If that’s in-person, great. Otherwise, your preferred video-conferencing app works great too.

Take control of your meeting habits. Routinely ask yourself, Is this meeting necessary? If not, be decisive and eliminate the meetings that don’t matter or that inhibit your productivity. Make the best use of your team’s time and resources by focusing on the high-leverage stuff, and you’ll start seeing less frustration and better results.

Source: Michael Hyatt & Co. Blog

How to Teach Decision-Making to Your Team

by | May 4, 2020 | Decision-making, Leadership Aha!, Leadership Development, Newsletter

As a leader your team must understand what you want to be done – it is just as important for them to understand why you’re making the decision you are, which means occasionally having ‘why’ chats about the decisions that are being made.

Your role as a leader is to develop the team to be able to tackle new and more challenging work, which means you don’t want them to know just what you expect of them but also the why you’re making the decisions you are so that they can learn how to think about the work, not just what to think about the work. 

Practice sharing how to think about the work. The goal is to develop each member of your team to be able to make similar decisions when the context changes. If you teach them what to do, you’re only teaching them something very contextual. In this specific circumstance, here’s the decision you should make. However, when you teach them how you think about it and why you’re making the decisions you are, you’re equipping them to be able to make decisions for themselves in other circumstances when the context is changed.

Action Steps – How to walk others through your thought process on a key decision.

  1. Frame up the decision that needs to be made.
  2. Share which variables you considered.
  3. Talk through the key reasons that made the decision you made. The key is explaining how and why each variable is critical in this situation.

Ultimately your goal is to teach your team how to think vs. tell them what to do. This takes time and the payback is magical!

“If you want to go fast, go alone.  If you want to go far, go together” – African Proverb