conflict, it can spark innovative ideas and creativity in the process.” Here’s how a manager can find
the positive in a tension-filled work situation:
STEP 1—Name your state. Meet with the employee in question,
and begin the conversation by describ- ing how you feel. If, for example, you’re unhappy with an employee’s job per- formance and you find it upsetting, tell the person exactly that, says Wilson. “Depending on the situation, you
might say, ‘I find this situation very upsetting,’ or ‘I’m sensing that you’re not happy,’ or even ‘I don’t find these conversations very easy,’” says Wilson. Start your comments with the key
word “I,” not “you,” which shows you are being self-reflective and not accusatory.
STEP 2—Ask “What matters most to you?” While the employee may be strug-
gling with more than one issue, deter- mine the one thing that really matters most. For example, it might be finish- ing work promptly to pick up her child from school or having a more-manage- able workload. Demonstrate good lis- tening skills.
STEP 3—Find common ground. The goal of the conversation should
be to find a solution that works for both parties. “Say, ‘I really want to make this
2. They throw up their hands and quickly agree with whatever de- mands they can.
3. They disregard the stressed-out staff member and push through their own agendas.
But reacting in any of these ways, to
even a minor employee dissatisfaction, can blow it up into a crisis. And when this happens productivity and morale sink, and individuals and organiza- tions struggle to perform. And leaders who are unable to dif-
fuse high-tension situations can quick- ly lose the respect of their employees. But, according to Wilson, there is
much more at risk: “When you prop- erly manage and resolve workplace
work for both of us and have you leave feeling good,’” suggests Brady. “Don’t automatically give in and capitulate to what the employee wants.” If the issue is salary related, Brady
suggests that one version of the con- versation might sound like this: “I’d love to give you a raise, along with ev- eryone else who deserves one. But the reality is that it can’t happen this year.” Then here’s where the creativity
comes in: continue the discussion with, “But I’m sure there are some things I can do. Would leaving one hour ear- lier every day be an option? Or would a four-day work week be an option?” Once you’ve come to an agreement,
build a timeline together to get to that place, says Wilson. FBC
Barb Gormley is the senior editor of Fitness Business Canada, a freelance writer and editor, and a certified personal trainer. Contact her at
www.barbgormley.com.
Win-Win Conflict Resolution
Conflict is a natural and unavoid- able aspect of business and life. But with the right approach you can resolve even major issues and still maintain positive relation- ships. Follow these tips from re- nowned interpersonal skills guru Dale Carnegie.
• Meet on neutral ground Find a mutually agreeable, comfortable and convenient space to talk.
• Think positively Make it your goal to build a better relationship and to cre- ate a positive outcome for both parties.
• Do your homework Know what is at stake for you, but also understand the other side's concerns and motivation.
• Deal with facts, not emotions Address problems, not personalities.
• Be an expert communicator Ask questions, listen and re- phrase what you heard to check for understanding, and take a genuine interest in the other person's concerns.
• End on a positive note Be sure that everyone involved leaves the situation feeling they have won. Shake on it, and agree on action steps.
November/December 2016 Fitness Business Canada 27
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40