Communicating to Maximize Results

Discover Early Indicators of Conflict

By Cheryl Vallejos

Communication and Results

Communications play a strategic role in the workplace. A big part of developing personal power is the ability to get ideas across in a constructive, collaborative manner. Therefore, in order to be a productive and efficient leader, effective communication skills are paramount to your success.

As in all daily interactions, it is important to remember you will converse with people from various background and life experiences. Speaking and listening effectively are crucial to creating an atmosphere of respect with others. Showing respect to everyone, and encouraging open communication can help bring you a motivated and congenial staff while impressing your colleagues.

Here are 10 ways to maximize communication results

1. Deliver clear and consistent messages in your conversations.
2. Manage communication problems with knowledge and awareness of conflict management.
3. Work on you first. Don't try to change the other person.
4. Handle all conversations with respect and you will receive respect in return.
5. Stay within your boundaries and values, and keep emotionally balanced during conflicts.
6. Inspire, energize and motivate others.
7. Actively listen.
8. Never make the other person wrong.
9. During a conflict, find mutual ground, then resolve the issue with that in mind.
10. Don’t be a victim or play the villain in a conflicting situation

Communication and leadership are inseparable. Our ability to energize, inspire, and motivate people to high levels of performance is directly related to our ability to communicate well. Be ready with your conflict resolution skills at any time. By communicating with empathy, yet with strength and diplomacy, you will model effective communication to all around you, and the results will happily affect the bottom line.

About conflict:

• Conflict is inevitable.
• Conflict develops because we are dealing with people's lives, jobs children, pride, self-concept, ego and sense of mission or purpose.
• Early indicators of conflict can be recognized.
• There are strategies for resolution that are available and DO work.
• Although inevitable, conflict can be minimized, diverted and/or resolved.

Conflict Indicators:

• Poor and disrespectful communication.
• Individual seeking power.
• Dissatisfaction with management style.
• Weak leadership.
• Lack of openness.
• Change in leadership.
• Certain body language.
• Disagreements regardless of issue.
• Withholding bad news.
• Surprises.
• Strong public statements.
• Airing disagreements through media.
• Conflicts in value system.
• Increasing lack of respect.
• Lack of candor on budget problems or other sensitive issues.
• Lack of clear goals.
• No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.

Conflict is destructive when it:

• Takes attention away from other important activities.
• Undermines morale or self-concept.
• Polarizes people and groups, reducing cooperation.
• Increases or sharpens difference.
• Leads to irresponsible and harmful behavior, such as fighting, name-calling.

Conflict is constructive when it:

• Results in clarification of important problems and issues.
• Results in solutions to problems.
• Involves people in resolving issues important to them.
• Encourages authentic communication.
• Helps release emotion, anxiety, and stress.
• Builds cooperation by people joining to resolve conflict.
• Helps individuals develop understanding and skills.

Techniques for avoiding and/or resolving conflict:

• Meet conflict head on.
• Set goals.
• Plan ahead and communicate frequently.
• Be honest about concerns.
• Agree to disagree; understand healthy disagreement builds better decisions.
• Get individual ego out of management style.
• Let your team create; people will support what they help create.
• Openly discuss differences in values.
• Continually stress the importance of following policy.
• Communicate honestly; avoid playing "gotcha"-type games.
• Provide more data and information than is needed.
• Develop a sound management system.

Causes of board-superintendent conflict:

How does a school board cause conflict with a superintendent?

• Trying to be administrators; overstepping authority.
• Making promises as individuals instead of board members.
• Involving themselves in labor relations or budgetary minutia.
• Not doing their "homework" and failing to prepare for meetings.
• Not following procedures for handling complaints.
• Not keeping executive session information confidential.
• Failing to act on sensitive issues.
• Failing to be open and honest with the superintendent.
• Making decisions based on preconceived notions.
• Not supporting the superintendent; lack of loyalty.
• Springing surprises at meetings.
• Having hidden agendas.

How does a CEO cause conflict?

• Not treating board members equally.
• Not informing the board members of public concerns.
• Not providing adequate financial data or adequate information.
• Using poor public management practices.
• Making public statements before informing the board .
• Failing to be open and honest with the board.
• Not providing alternatives in an objective manner.
• Not adjusting to the new reality of an involved board.
• Not support the board; lack of loyalty.
• Springing surprises at meetings.
• Having hidden agendas.

Elements of a strong partnership or team:

• Full disclosure.
• Frequent two-way communication.
• Careful planning.
• Informal interaction.
• Periodic evaluation.
• Mutual support .

Courageous decision controversies:

The controversies usually involve:

• Changes in the way "we've always done things".
• Notions of fundamental values.
• Determined, articulate advocates for every side.
• Inability to compromise.
• Rampant rumors .
• Threats of retaliation at the polls at the next bond, levy or school.
• Board election.

Resolving Conflict:

Searching for the causes of conflict is essential to be successful in resolving the conflict.

Nine possible causes of conflict include:

• Conflict with self.
• Needs or wants not being met.
• Values being tested.
• Perceptions being questioned.
• Assumptions being made.
• Having minimal knowledge
• Expectations are too high/too low.
• Personality, race, or gender differences are present.

Exercise:

• Listen more carefully and more responsively.
• Explain your intent to others and openly invite their opinions.
• Make an effort to express yourself more clearly and completely.
• Transfer your criticisms and complaints into requests and positive statements and use appropriate language to communicate them.

Practice

1. Avoid arguing over individual ranking or position. Present a position as logically as possible.

2. Avoid "win/lose" statements. Discard the notion that someone must win.

3. Avoid changing your mind in order to avoid conflict and achieve harmony (people pleasing).

4. Avoid majority voting, averaging, bargaining, or coin flipping. These actions do not lead to consensus.

5. Keep the attitude that holding different views is both natural and healthy to a group.

6. View initial agreement as suspect. Explore the reasons underlying apparent agreement and make sure that members have willingly agreed.

Practice, practice, practice….. you’ll be amazed at the results!

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Cheryl Vallejos, author of “Injecting the Juice into Leadership” and “Low Carb Leadership”
www.PrimeLeaders.com for more articles and ways to improve leadership skills, business development and create more time to do things you love.
2004 © Cheryl Vallejos, Prime Leaders, all rights reserved
Cheryl@primeLeaders.com