Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘resistance

Conflict is Inevitable With Persistent Resistance to Change

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headinhands

Resistance is experienced in most teams as they struggle with the concept of change. The purpose of creating teams is to tackle difficult issues and tough organizational problems. Invariably, the resulting solutions teams develop result in active transformations that disrupt the status quo and personal agendas, which also tends to remove personal positions of power. Consequently, there is a natural tendency for individual team members to resist pending changes.

The main challenge in leading teams is to allow the full complexity of individual personalities, talents, qualities and insights to emerge. These must be actively harnessed in order to achieve major team objectives.

While it is easy to set limits on verbal expressions and behaviors, doing so severely diminishes overall team potential and performance. Since various personality traits of individual members actively shape their general and immediate focus and perspectives, leaders who understand them are able to estimate their direct responses to change. Ultimately, with this related knowledge and understanding, they should be able to anticipate and minimize overall team member resistance. And they should be able to demonstrate that resistance results from differing perspectives that can be reconciled with the objectives of the entire team.

Resistance is an instinctive and energetic opposition to new ideas or someone’s expressed wishes to do something differently. If individual team members persist in their resistance, conflict becomes inevitable. Often resistance is framed as a struggle for control or as a problem that has been eliminated. The lines of conflict are often quickly drawn. Therefore, it is important for leaders to understand the concepts of resistance and conflict within their team environments and to learn how to harness and control them.

Avoidance of Conflict

Conflict should not be seen as something to be resolved, but as an experience to be explored. Opposing views in regard to team direction and change are never totally unrelated and can have great value when considered “different parts of the same story.” Leaders will often find that resistance and conflict are consistently initiated by many of the same individuals on their teams as a result of their inherent personality traits.

Avoidance of conflict either drains interest, enthusiasm and trust or results in concealed tension, internal fighting and impaired team performance. While some leaders meet resistance head on, others often do everything possible to avoid the attached conflicts. Rather than keep conflicts from erupting, avoidance causes increasing internal team resistance. It is extremely important to keep in mind that appeasement in order to diminish conflict is not effective, and instead creates a host of additional challenges to overcome.

Denial of Conflict

When leaders propose change and team members feign agreement, the actual degree of resistance can be immense. This often occurs when teams have strong norms, where dissention and negative views are rarely tolerated and expressed. The core of resistance lies with a particular side of the team or with individual leaders that no one is fully prepared to address or discuss.

While the denial of conflict might be considered a normal process within many team environments, it more often than not builds to the point of erupting into a far more serious problem. Therefore, when active resistance is initially encountered, leaders must ensure that conflicts within their team environments are not denied, but adequately addressed and worked through.

Anxiety

Avoidance and denial of conflict are rooted in personal anxiety. Oftentimes, members can be intimidated by their team environments, their lack of seniority and/or experience, or their own inherent personalities. The concept of change also frightens many people due to associated fears of the unknown and feelings about how change will personally and directly affect them.

It is important for leaders to recognize these factors and the subsequent anxieties that may be created within their team environments. These factors need to be identified and openly and fully discussed. Leaders must address the consequences of allowing anxieties to take root in order to diminish individual fear factors that tend to create undue apprehension, nervousness or panic. Once these issues are addressed and individuals fully understand the root causes and the impact these factors have on their team, personal anxieties will dissolve. When this is accomplished, individual stress levels are reduced.

Addressing the Concept of Change

In team environments there will always be members who desire change and members who wish to keep the status quo. Both of these positions give insight into what members perceive to be the true needs of their team. To ensure that insights are not lost, leaders need to ask themselves the following questions:

  • What is currently happening to and within the team?
  • What force for change is directly impacting the team?
  • Within the team, what counterbalancing forces seek to minimize change?

When leaders are able to identify these factors, both positions are respected, and those who resist change can be viewed as the guardians of the team’s traditional norms and beliefs.

Viewing Resistance as a Strength

Rather than something that must be actively overcome, leaders should be aware that resistance deserves respect for its ability to help teams discover how to change. Since resistance is characterized as a mobilization of energy, leaders must learn how to channel it in positive ways. Resistance should be viewed as a healthy and creative force that can be applied to effectively meet individual challenges. It can be used to frame problems and issues in new ways that all individual team members can appreciate and respect. The team process can be used to work through complex issues, tackle difficult problems and their attached implications and ramifications, and arrive at a consensus in regard to the most workable, practical and effective solutions.

Related:

Is Conflict Destructive to Your Organization?

The Challenge of Handling Conflict

When the Process of Change Spins Out of Control

Conflict Turns Decision Making Upside Down

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 © 2014 Timothy F. Bednarz, All Rights Reserved

Vision is the Faith By Which the Leader Functions

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leaderinchair

Napoleon once remarked, “Leaders are dealers in hope.” Adapted to the corporate environment, this statement might read, “Vision is the faith by which the leader functions.”

Leadership vision is one of the major characteristics defining a leader’s identity and, in the end, reputation. Trust in one’s leader and his or her vision enhances positive leadership outcomes, including overall improved job performance, job satisfaction, and organizational commitment.

A leader should generate a vision similar to that which inspires his or her employees in terms of clarity, challenge, and future orientation and inspiration. Employees need to be encouraged to share the leader’s vision and use it to guide their daily operations. The leader should motivate and empower employees to pursue and attain the vision set before them.

The question employees typically find themselves asking when a leader begins to define and implement action steps to attain his or her visions is: “Can we trust you not to abuse the privilege of authority?”

Credibility as a leader ultimately depends upon perceived vision-related integrity—namely, keeping one’s word and commitment, not taking advantage of personal influence or authority, or manipulating employees into embracing the vision the leader wishes to attain.

Leaders able to maintain a persistent belief in their vision are further considered extremely competent by their employees and seen as a contributing resource rather than force to be opposed.

The depth and detail of a leader’s vision demonstrates his or her level of expertise. Expertise is needed for legitimacy, employee respect and making the vision a reality.

As leaders are involved in decision making all day long, the quality of their decisions is compounded over time. Effective leaders who stand by their personal vision generally make prompt, wise and accurate decisions, even under unimaginably difficult and confusing conditions and situations.

Having a higher level of expertise makes a leader become very pragmatic. The leader tends to see things in realistic terms, which helps to identify and develop strategies that are able to cut through to the core of problems and negative situations relatively quickly. This aids in quicker vision realization.

Expertise is acknowledged and respected when a leader effectively projects his or her vision by explaining to employees the purpose, meaning and significance.

In addition to demonstrating decisiveness and expertise, clearly defining the vision and adhering to it serves the leader by enhancing team performance, generating healthy conflict, and driving overall change.

Enhanced Team Performance

Defining a vision through clarifying roles, goals, and the way forward is a proven means of increasing team performance.

The quality of the relationships employees develop (and the people with whom they develop them) is influenced to a large degree by inward assumptions about their leader’s vision. When those assumptions are based on faulty generalizations, misunderstandings or misinterpretations, the quality of employee relationships suffers.

Factors that contribute to forming strong relationships across differences are affected by individual sets of experiences, beliefs and expectations. Vision has the power to generate positive experiences with others and realistic expectations of them. It helps to develop and maintain positive social identities through a process of molding individuals into a unified collaborative unit that shares the same beliefs, goals and outlooks.

In essence, if properly communicated and then embraced, vision positively shapes the way employees and leaders interact with one another. It helps to generate a type of “social identity” or a perception of oneness through shared and valued personal and work-related characteristics and goals.

Vision Generates Healthy Conflict

A visionary leader is often viewed as one who makes up his or her mind, then remains intractable and unmovable in direction and expectations. This perception tends to generate conflict and resistance.

The extent to which conflict emerges is dependent upon two factors: the strength of the visional expectation, or agreement between employees’ perceptions of the steps needed to attain the vision and the leader’s own expectations, and the outward attitudes, expressions, or behaviors the employee and leader display in embracing the vision and its directional courses of action.

When the two factors above are addressed, where persuasion and a sense of purpose and positive self-benefit are emphasized, feelings of harmony and balance typically replace levels of uncertainty, insecurity and resistance.

When leaders experience conflict, their ability to reduce or eliminate it will always depend upon how well they communicate their expectations both initially and over time.

Vision Drives Organizational Change

The need for change is normally stimulated by an external “trigger” necessitating a modification of some kind. Connecting the vision to this needed change typically forces the organization out of its status quo, alters values and attitudes, and establishes balance and stability.

Acceptance of change and related implementation procedures is loaded with human-related difficulties. Vision enables leaders to achieve higher levels of “buy in” by overcoming employees’ anxiety over changes, their personal uncertainty and lack of ownership of initiatives and their outcomes.

Leaders understand the culture and capabilities of their organization, and use it as the basis for the embracement of visional change. This change is further effected by:

  • Selecting key employees who tend to display unique leadership qualities to be project facilitators or unit directors for various assignments or tasks.
  • Working with small groups of employees and mentoring them in various assignments and tasks as it relates to their visional impetus and direction.
  • Creating ways for those involved in the change to share successes and failures.
  • Using discussion group cycles or brainstorming to move their visional direction and strategic objectives forward.
  • Developing small-scale achievable targets in order to introduce change or build small successes from them.
  • Encouraging both themselves and their employees to be innovative as well as to engage in more productive behaviors in the workplace.
  • Managing change proactively, by focusing forward movement on implementation and action rather than formal competence building.

Related:

Your Personal Vision Anchors You to Weather Your Storms

Visionary Leaders Are in a Different Class

Leaders Possess a Deeply Embedded Sense of Purpose

How Well Are You Communicating Your Vision?

Excerpt: Creating and Sustaining a Strong Vision: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 16.95 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

Conflict is Inevitable With Persistent Resistance to Change

with 2 comments

Resistance is experienced in most teams as they struggle with the concept of change. The purpose of creating teams is to tackle difficult issues and tough organizational problems. Invariably, the resulting solutions teams develop result in active transformations that disrupt the status quo and personal agendas, which also tends to remove personal positions of power. Consequently, there is a natural tendency for individual team members to resist pending changes.

The main challenge in leading teams is to allow the full complexity of individual personalities, talents, qualities and insights to emerge. These must be actively harnessed in order to achieve major team objectives.

While it is easy to set limits on verbal expressions and behaviors, doing so severely diminishes overall team potential and performance. Since various personality traits of individual members actively shape their general and immediate focus and perspectives, leaders who understand them are able to estimate their direct responses to change. Ultimately, with this related knowledge and understanding, they should be able to anticipate and minimize overall team member resistance. And they should be able to demonstrate that resistance results from differing perspectives that can be reconciled with the objectives of the entire team.

Resistance is an instinctive and energetic opposition to new ideas or someone’s expressed wishes to do something differently. If individual team members persist in their resistance, conflict becomes inevitable. Often resistance is framed as a struggle for control or as a problem that has been eliminated. The lines of conflict are often quickly drawn. Therefore, it is important for leaders to understand the concepts of resistance and conflict within their team environments and to learn how to harness and control them.

Related: The Challenge of Handling Conflict

Avoidance of Conflict

Conflict should not be seen as something to be resolved, but as an experience to be explored. Opposing views in regard to team direction and change are never totally unrelated and can have great value when considered “different parts of the same story.” Leaders will often find that resistance and conflict are consistently initiated by many of the same individuals on their teams as a result of their inherent personality traits.

Avoidance of conflict either drains interest, enthusiasm and trust or results in concealed tension, internal fighting and impaired team performance. While some leaders meet resistance head on, others often do everything possible to avoid the attached conflicts. Rather than keep conflicts from erupting, avoidance causes increasing internal team resistance. It is extremely important to keep in mind that appeasement in order to diminish conflict is not effective, and instead creates a host of additional challenges to overcome.

Denial of Conflict

When leaders propose change and team members feign agreement, the actual degree of resistance can be immense. This often occurs when teams have strong norms, where dissention and negative views are rarely tolerated and expressed. The core of resistance lies with a particular side of the team or with individual leaders that no one is fully prepared to address or discuss.

While the denial of conflict might be considered a normal process within many team environments, it more often than not builds to the point of erupting into a far more serious problem. Therefore, when active resistance is initially encountered, leaders must ensure that conflicts within their team environments are not denied, but adequately addressed and worked through.

Related: Conflict Turns Decision Making Upside Down

Anxiety

Avoidance and denial of conflict are rooted in personal anxiety. Oftentimes, members can be intimidated by their team environments, their lack of seniority and/or experience, or their own inherent personalities. The concept of change also frightens many people due to associated fears of the unknown and feelings about how change will personally and directly affect them.

It is important for leaders to recognize these factors and the subsequent anxieties that may be created within their team environments. These factors need to be identified and openly and fully discussed. Leaders must address the consequences of allowing anxieties to take root in order to diminish individual fear factors that tend to create undue apprehension, nervousness or panic. Once these issues are addressed and individuals fully understand the root causes and the impact these factors have on their team, personal anxieties will dissolve. When this is accomplished, individual stress levels are reduced.

Related: When the Process of Change Spins Out of Control

Addressing the Concept of Change

In team environments there will always be members who desire change and members who wish to keep the status quo. Both of these positions give insight into what members perceive to be the true needs of their team. To ensure that insights are not lost, leaders need to ask themselves the following questions:

  • What is currently happening to and within the team?
  • What force for change is directly impacting the team?
  • Within the team, what counterbalancing forces seek to minimize change?

When leaders are able to identify these factors, both positions are respected, and those who resist change can be viewed as the guardians of the team’s traditional norms and beliefs.

Viewing Resistance as a Strength

Rather than something that must be actively overcome, leaders should be aware that resistance deserves respect for its ability to help teams discover how to change. Since resistance is characterized as a mobilization of energy, leaders must learn how to channel it in positive ways. Resistance should be viewed as a healthy and creative force that can be applied to effectively meet individual challenges. It can be used to frame problems and issues in new ways that all individual team members can appreciate and respect. The team process can be used to work through complex issues, tackle difficult problems and their attached implications and ramifications, and arrive at a consensus in regard to the most workable, practical and effective solutions.

Related: Is Conflict Destructive to Your Organization?

If you are seeking proven expertise and best practices on dealing with personality differences in the team environment to train or educate your employees to solve problems and improve their performance in this area, refer to Personality Differences within the Team Setting: Pinpoint Leadership Skill Development Training Series. Click here to learn more.
________________________________________________________________________

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 Foreward Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web | Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

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