Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

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Conflict Is More Than Simply ‘Not Getting Along’

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manpointing-atemployee

Conflict is commonplace within any organization. Whenever individuals of diverse interests and backgrounds interact with each other, discord will arise. In some management circles, this friction is viewed negatively; however, when effective conflict resolution techniques are applied, productive agreements can be reached. This strengthens both individual personal relationships and the organization as a whole.

Conflicts should be considered part of the normal business environment. They arise because managers build teams consisting of diverse people with different abilities. This is what brings a sense of balance to the team and facilitates a synergy created by a unit that is greater than the sum of its parts. Yet even when a team is developed with productive synergy, conflict will arise.

The key to effective conflict resolution is to view it as an opportunity, not just as a sign that a problem exists within the organization. A team created with a productive synergy brings many diverse viewpoints and perspectives to a situation or problem. While conflict enters in when these perspectives clash with one another, this is the opportunity to stimulate a healthy debate around the issues and build a consensus.

The problem many managers have is that some individuals loathe conflict and prefer to run from it, which confines them to a play-it-safe world where little is accomplished or learned. Additionally, the conflicts are allowed to fester, resulting in long-term problems that will at some point need resolution.

When managers encounter conflict within their organization, there are four critical factors that they need to be cognizant of to assure that the situation can be resolved successfully. These are:

Resolution

While conflict presents a healthy opportunity for an organization to grow, all parties involved in the dispute must possess the right attitude if the situation is going to be resolved, which won’t happen without a healthy outlook.

If both parties don’t want to arrive at a resolution, it won’t happen until someone intervenes; however, the conflict can still continue to fester if one or both parties feel the outcome was forced.

Personal Agendas

Often when conflict occurs, personal differences, agendas and feelings about past problems arise and interfere with the resolution. Until all parties are willing to put these issues aside and look beyond them and at common issues and concerns, the conflict will not be resolved.

All parties must ask themselves what is more important to them: clinging to their personal opinions and perceived injuries, or working together to solve a problem or issue that is important to the organization and ultimately to each individual involved in the conflict?

Communication

Within the context of conflict resolution, true communication must take place. This process requires doing more than just persuasively arguing for one point of view over another; it requires proactive listening to learn and appreciate the other person’s needs and concerns.

Before any successful resolution can take place, all parties’ needs and concerns must be addressed. Thus, effective communication is the key to effective management and organizational health.

Dedication to the Success of the Relationship

The manager’s goal in conflict resolution must go beyond merely keeping the peace and averting a crisis. Rather, they must foster a productive relationship between the individuals involved in order to build positive momentum.

If managers want this momentum to be successful and enduring, resolution must be dedicated to the success of the relationship, and not to the fulfillment of one group’s wishes over another. All parties must stay focused on what is good for the organization rather than on the quest for power and advancement of their personal agendas.

The key is to face the problem, separate the parties involved from it, and then commit to resolving the matter in a way that meets all participant needs. Conflict can develop into an opportunity for all parties to grow while simultaneously advancing the organization.

Related:

How Employees Handle Conflict

The Stronger the Personal Feelings, the Less Likely Any Agreement Will Occur

Unresolved Conflict is Corrosive to Leadership

Excerpt: Conflict Resolution (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Personal Credibility is Anchored in Character and Integrity

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William Hewlett and David Packard - Founders of Hewlett-Packard

William Hewlett and David Packard – Founders of Hewlett-Packard

Personal credibility is based upon a leader’s character and integrity and the actions and behaviors that stem from them. Far from perfect, many of the influential American leaders I surveyed possessed character flaws and displayed at times, questionable ethical behaviors. Yet their personal credibility remained intact.

So it is safe to ascertain that perfection is not humanly expected and attainable as a leader, but self-awareness of one’s strengths and weaknesses is essential. It reflects both maturity and authenticity, which only then serves to enhance a leader’s personal credibility.

An observance of the absence of self-awareness resulted in a strong emergence of arrogance and hubris that diminished and ultimately destroyed credibility on all levels.

Obviously unless problematic or weak leaders make concerted efforts to change their character and integrity, they are remain unalterable. However leaders do have control over the actions, behaviors and decisions that influence and shape their personal credibility.

This once again involves self-awareness as well as comprehensive critical thinking abilities to examine the consequences of both their long and short-term actions. All leaders have choices, but the right choices demand a leader’s willingness and acquiescence.

Leaders must also be cognizant of their levels of personal credibility on all of their key constituencies. In the current environment where short-term profitability is emphasized, many leaders damage their credibility by only focusing on their shareholder expectations at the expense of their other constituencies.

My research demonstrates this can be fatal. The leaders listed Worst CEOs of All Time by Portfolio Magazine commonly practiced it. As evidenced within the Legitimacy Principles, this imbalance ultimately leads to a loss of validity.

The Legitimacy Principles enumerate the linkages of leaders’ legitimacy, credibility, trust and a balance of emotional standing and bonds with all key constituencies. The synergetic relationship between these key factors of success is the foundation of effective leadership and provides insight into a new definition of it.

The fundamental essence of leadership is legitimacy, whose substance is based upon authority and validity. While authority is conferred, validity is earned through the development of credibility, trust and a balance of emotional standing and connections with all key constituencies.

The presence of the Legitimacy Principles endow leaders with the authority to lead, manage, execute, empower, effectively communicate, sell their vision, generate a passion for success, and overcome adversity. Their absence results in ultimate failure as an effective leader.

What can we learn from these leader’s examples and apply to our lives? In summary, the following recommendations are suggested:

  1. Develop an awareness of your personal strengths and weaknesses including a frank assessment of your character and personal levels of integrity.
  2. Determine how these affect your personal credibility.
  3. Identify what actions, decisions and behaviors you can change.
  4. Develop a habit of assessing the impact and consequences of your actions on your personal credibility.
  5. Change what you can, and manage and control what you can’t.
  6. Remember this is an evolutionary process and not a singular event. History shows that individuals evolved into becoming great leaders over the span of their entire careers. For many it was a struggle.

It is important to remember that no leader is an island onto oneself, who functions in isolation. Nor is the individual the first one to encounter problems associated with building his or her credibility. Universally, the leaders surveyed all struggled with this issue at one point or another in their careers.

Related:

Legitimacy: The Sole Basis of Leadership

An Accurate Predictor of Leadership Performance

Five Ways to Establish Trust and Credibility

Eight Actions Determine If You Can Be Trusted

Adapted From: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, Stevens Point, WI 2011) Read a Free Chapter

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

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