Resource Management Innovations

Conflict: A Business Killer

I see it. I hear it. It almost always causes us to give our heads a shake. It’s what we hate about politics and when it manifests itself in divisive and disrespectful behavior … it’s what we dislike most about politicians. Having just this week come through a federal election (in Canada) … it remains a very regrettable (while very effective) tactic when used strategically as a weapon. That which ‘makes us different’ … somehow is perceived as being grounds for distrust … rather than inquisitive inquiry … if we were truly interested in shared and mutually beneficial ‘corporate’ outcomes. Isn’t it the most multipurpose tool box that has the greatest value? Sometimes, it feels like I am just talking to tools.

I am always amazed at our capacity for this never ending agenda and appetite for conflict. Behavior we would not accept at our kitchen table … causes us to roll our eyes when we encounter it at work. As a guest, having been invited into your company, I see it everywhere and at every level. It is most distressing in the C-Suite … and it is an absolute killer to business. Conflict comes in a variety of flavors … from the incompetent, to the ego monster to the bully. It is no respecter of gender, age or ethnicity. Conflict it seems is an equal opportunity business killer. It is almost always as a result of an individual who is emotionally unhealthy … and a symptom we can measure and assess before the behavior makes its way onto the payroll in the first place. Let’s make a business case for it. It is absolutely do-able … and once we have rid ourselves of it (conflict that is, and yes we can) … we can then fortify the front end of the business and protect ourselves against it from this point forward. Here are some thoughts:

The Symptoms:

• Current Canadian workplace research indicates that executives spend (on average) 16% of their time (more than 6 hours a week or eight weeks a year) intervening in employee disputes. (So much for the kinder, gentler nation? It seems we can and do duke it out with the best of them).

• 80% of (Canadian) HR professionals report that conflict has led to attrition at worst, sickness and absenteeism at best. It is a leading cause of stress. Enough said?

• 80% of conflict results from ego & personality clashes.

The Prescription:

• Psychometric Testing & Assessment: There are many quality products on the market today that can be tuned and tailored to your specific requirements. Even generic online tools that are free can define those who bring desirable behaviors vs. those who are on a collision course with life. It is absolutely in your self-interest to (only) surround yourself with those individuals who have the ability and desire to see the business plan realized and the organization succeed.

• Conditions of Employment: The Company needs to be very clear on the types of behavior (objectively defined to preclude misunderstanding) that are acceptable and contribute and those which are not. This is often referred to as ‘How’ the job will be accomplished … which has to be complimented with …

• Performance Management: … defined as ‘What’ the job actually is. Both of these implied elements (1. Performance and 2. Management) are critical. Performance measures are defined (SMART: Specific, Measurable, Achievable, Realistic and Time Bound) and are in alignment with corporate business goals … and are intentionally ‘managed.’

   Everyone, from the CEO to the mail room clerk is accountable for their behavior and productivity. Performance is reviewed on an ongoing basis (at least quarterly) and appraised annually.

   RMI has and incorporates these tools in our Assessments … and I would welcome the opportunity to help you integrate them. A healthy and functioning Organism requires a comensurate level of Organization. It should never be elective as to whether or not behavior is supportive and respectful in the workplace … and that everyone in the organization is there and on the payroll for the expressed purpose of contributing to a desired and well communicated and managed end result.

    Conflict is not an assumed byproduct of people working together. It is a symptom of an organism in distress, and the absence of organization. It is the role and responsibility of management to identify it, address it and eliminate it. It is a function of the role.

Need some help? Give us a shout. Leadership (Where are we going) and Management (How will we get there) can be this comfortable.

Cheers: Rick @ RMI
 

Posted By: Rick Kneeshaw 2011/05/06
Categories: Leadership and Management