Conflict is not inherently bad; it can be an opportunity for learning and better outcomes.
Mindset and trust are crucial for effectively managing conflict within a team.
Leaders should invite and encourage challenges from team members to foster a culture of open communication.
Setting clear boundaries and norms for communication is essential to manage conflict constructively.
Leaders need to pay attention to warning signs of unresolved conflicts, such as excessive CCing on emails or changes in team members' behavior.
Welcome to the HR Impact show, where we dive deep into the world of talent strategy and explore game-changing realizations that can help us build high-performing teams. Today, we have the pleasure of speaking with Tessa Carey, a seasoned human and capital management professional with 20 years of experience. Tessa is here to challenge the notion that conflict in the corporate world is a bad thing and shed light on the importance of effectively managing conflict to optimize organizational talent.
Tessa's game-changing realization is that conflict is not inherently negative. In fact, she believes that teams that can effectively manage conflict are the ones that thrive. She draws parallels between work relationships and external relationships, emphasizing that families and romantic partnerships that can navigate conflict in a productive manner tend to have stronger bonds. Similarly, teams that can openly address disagreements and work towards the best outcome are more likely to be high-performing.
To set ourselves up for success in conflict management, Tessa highlights two foundational elements: mindset and trust. Mindset plays a crucial role in how individuals perceive conflict. If they have only experienced negative outcomes from conflict, it can be challenging to shift their perspective. Leaders must work on cultivating a mindset that sees conflict as an opportunity for growth and learning.
Trust is equally important in managing conflict effectively. Without trust, team members may withhold information, double-check each other's work excessively, or avoid honest communication. Leaders must assess the level of trust within their teams and actively work on building and maintaining it.
Leaders play a pivotal role in creating an environment where conflict can be managed constructively. Tessa suggests three key actions:
1. Invite Challenges: Leaders should encourage team members to challenge their ideas and decisions. By modeling openness to differing opinions, leaders foster an environment where healthy conflict can thrive. Respectful disagreement should be welcomed as an opportunity to arrive at the best outcome.
2. Set Communication Norms: Establishing clear communication norms is essential. Teams should agree on how they will interact and manage conflict. Respectful communication should be the standard, and toxic behavior should not be tolerated. Leaders must lead by example, demonstrating respectful communication even when faced with disagreement.
3. Pay Attention: Leaders need to be observant and attuned to their team dynamics. Changes in behavior, such as unusual responses or excessive CCing on emails, can be indicators of underlying conflict. By paying attention to these signs, leaders can address conflict before it escalates and impacts productivity.
Leaders must be vigilant for warning signs that conflict is not being effectively managed. Tessa highlights two key indicators:
1. Excessive CCing: When team members start CCing their leader on every email, it may indicate a lack of trust or unresolved conflict. Leaders should investigate the underlying issues and address them promptly.
2. Changes in Behavior: If team members exhibit unusual behavior or respond differently to situations, it could be a sign of conflict. Leaders should inquire about any potential issues and provide support to resolve them.
Failure to address conflict can have detrimental effects on team productivity and cohesion. Teams that avoid conflict may experience decreased agility, longer project timelines, and a lack of innovation. It is crucial for leaders to create an environment where conflict is managed effectively to ensure optimal team performance.
To build a culture that embraces conflict and manages it effectively, leaders must:
1. Understand the Team: Regular one-on-one meetings with team members help leaders develop a deep understanding of their team dynamics. By investing time in getting to know their team, leaders can spot signs of conflict and address them proactively.
2. Invite Challenges: Leaders should actively encourage team members to challenge ideas and decisions. By demonstrating openness to differing opinions, leaders foster an environment where healthy conflict can thrive.
3. Commit to the Best Idea: Leaders must commit to the principle that the best idea should prevail, regardless of its source. This mindset encourages team members to contribute their unique perspectives and fosters a culture of collaboration.
4. Model Good Behavior: Leaders must lead by example and consistently demonstrate respectful communication and conflict management. By modeling the desired behavior, leaders set the tone for the entire team.
In conclusion, conflict is not inherently negative. When managed effectively, conflict can lead to better outcomes, stronger relationships, and high-performing teams. Leaders play a crucial role in creating an environment where conflict is embraced and managed constructively. By cultivating the right mindset, building trust, and actively addressing conflict, leaders can optimize organizational talent and drive success.
As we navigate the ever-evolving world of work, it is essential for leaders to remain attentive to their teams' dynamics and proactively address conflict. By embracing conflict as an opportunity for growth and learning, organizations can foster a culture of collaboration and innovation. The future of work relies on leaders who can navigate conflict with grace and guide their teams toward excellence.
So, let's challenge the brainwashing that conflict is inherently bad and embrace conflict as a catalyst for growth and success. Together, we can build high-performing teams that thrive in the face of adversity.
Tessa Carey
Note: This article is based on a conversation with Tessa Carey. All quotes are verbatim from the transcript of the conversation.
Tessa Carey
VP of Talent and DEIB at Graphic Packaging International
Tessa Carey is a human and capital management professional with 20 years of experience. She specializes in talent management, diversity, equity, inclusion and belonging, organizational development, and leadership development. Tessa has worked in various industries, including consulting, financial services, manufacturing, and private equity. She is known for her expertise in optimizing organizational talent and implementing effective talent strategies.
Connect with Tessa on LinkedIn
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