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Managing Conflict with Direct Reports
Conflict is inevitable when people work together, and it’s one of the most difficult challenges facing managers. But it’s a challenge that successful leaders learn to address. Managers who develop an understanding of difference without judgment and are willing to see more than one perspective or solution are in a good position to manage conflict with their direct reports. Conflict between managers and direct reports highlights a power relationship and affects the work itself—the tasks for which managers and direct reports share responsibility. Managers who look to see both sides of conflict can resolve it, but it means assessing the differences between themselves and their direct reports and finding out how those differences affect the conflict. After assessing those differences, managers can devise a plan to use before, during, and after a conflict resolution session. They will be better prepared to understand emotions that can trigger conflict, to clarify performance expectations so their direct reports know what’s expected of them, and to provide ongoing feedback for the support and development of their direct reports.
Managing Conflict with Your Boss
As individuals, we can be creative and ambitious in our personal lives and in our professional lives. But individual efforts can’t always match the energy and productivity of a group. Cultures, societies, clubs, schools, and militaries arose out of our need to band together for mutual support. Organizations were created to deal more effectively with the environment—both the natural world and the world of work. But there is a trade-off when we move from individual contributions to group efforts: the relationships necessary for working together can spawn conflict. In organizations, tensions between individuals need to be defused, or focused in order to find productive solutions to problems...
Managing Conflict with Direct Reports (Portuguese for Europe)
Conflict between managers and direct reports affects their work and influences how productive and effective an organization can be. Managers who can see both sides of a conflict can resolve it, but that means assessing the differences between themselves and their direct reports and finding out how those differences impact the conflict. With that knowledge they can make a plan to use before, during, and after a conflict resolution session that clarifies performance expectations and provides ongoing feedback for support and development.
Managing Conflict with Direct Reports (Polish)
Conflict between managers and direct reports affects their work and influences how productive and effective an organization can be. Managers who can see both sides of a conflict can resolve it, but that means assessing the differences between themselves and their direct reports and finding out how those differences impact the conflict. With that knowledge they can make a plan to use before, during, and after a conflict resolution session that clarifies performance expectations and provides ongoing feedback for support and development.
Managing Conflict with Direct Reports (International Spanish)
Conflict between managers and direct reports affects their work and influences how productive and effective an organization can be. Managers who can see both sides of a conflict can resolve it, but that means assessing the differences between themselves and their direct reports and finding out how those differences impact the conflict. With that knowledge they can make a plan to use before, during, and after a conflict resolution session that clarifies performance expectations and provides ongoing feedback for support and development.
What Can Help Leaders Do the Right Thing?.
From the introduction: "During my years as a prosecutor and legal adviser, I discovered a tool that can help leaders do the right thing. The recent wave of ethics scandals suggests, however, that many leaders don't know how to use this common tool to promote ethical behavior. What is this tool? A chair. Actually, leaders need two chairs to help them do the right thing: an empty chair and a front-row chair.
المدير الممارس: إدارة النزاع مع مرؤوسيك المباشرين
سلسلة المدير الممارس إدارة النزاع مع مرؤوسيك المباشرين إن النزاع مع المرؤوسين المباشرين من أصعب التحديات التي تواجه المديرين، لكنه نزاع يتعلم المديرون الناجحون معالجته والتعامل معه. وهؤلاء المديرون الناجحون الذين يطورون فهمهم للاختلاف دون إطلاق الأحكام، ويستطيعون رؤية أكثر من منظور واحد أو حل واحد، يبقون في موقع أفضل لإدارة هذا النزاع. إنهم أفضل إعدادًا لتفهم المشاعر التي يمكن أ...
How Do Leaders Acquire Power?.
The article focuses on issues related to leadership. Leaders must be willing to make decisions on the basis of limited information, guaranteeing power but not effectiveness. Effectiveness comes from the willingness to share power with others at the opportune moments. In doing so leaders give up some of their power but hold onto all of their strength, the personal resources they have gained along the way -- their knowledge, character, energy, education, and beliefs. Further power comes from their willingness to use the strength of others.
Managing Conflict with Direct Reports (Portuguese for Europe)
Conflict between managers and direct reports affects their work and influences how productive and effective an organization can be. Managers who can see both sides of a conflict can resolve it, but that means assessing the differences between themselves and their direct reports and finding out how those differences impact the conflict. With that knowledge they can make a plan to use before, during, and after a conflict resolution session that clarifies performance expectations and provides ongoing feedback for support and development.
