#multiplilerskills

Still think that dealing with conflict is not a priority for your team? · A survey of 150 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 reported by Supervision Magazine found that they 𝘀𝗽𝗲𝗻𝗱 𝗮𝗻 𝗮𝘃𝗲𝗿𝗮𝗴𝗲 𝗼𝗳 𝗮𝗯𝗼𝘂𝘁 𝟭𝟴 % 𝗼𝗳 𝘁𝗵𝗲𝗶𝗿 𝘄𝗼𝗿𝗸 𝘁𝗶𝗺𝗲 "acting as a peacekeeper, referee, and mediator for employees engaged in conflict.” · Mediation specialist Daniel Dana estimates that 𝟲𝟱 % 𝗼𝗳 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀 result from conflicts between employees. · Daniel Dana says, "Unmanaged employee conflict is perhaps 𝘁𝗵𝗲 𝗹𝗮𝗿𝗴𝗲𝘀𝘁 𝗿𝗲𝗱𝘂𝗰𝗶𝗯𝗹𝗲 𝗰𝗼𝘀𝘁 𝗶𝗻 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝘁𝗼𝗱𝗮𝘆. · Meyers-Briggs Conflict at Work study (2022 Update) reported that 𝗼𝘃𝗲𝗿 𝗮 𝘁𝗵𝗶𝗿𝗱 𝗼𝗳 𝘁𝗵𝗼𝘀𝗲 𝘀𝘂𝗿𝘃𝗲𝘆𝗲𝗱 said they deal with conflict at work often, very often, or all the time. That's 𝘂𝗽 𝟭𝟬% from their previous study. · Surveys by the CCL and Eckerd College show that most 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 estimate that 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝟮𝟬 𝗮𝗻𝗱 𝟰𝟬 % 𝗼𝗳 𝘁𝗵𝗲𝗶𝗿 𝘁𝗶𝗺𝗲 is spent dealing with conflict. Think your managers or leaders can just deal with it? · A survey conducted by Harris Poll on behalf of Interact revealed that a majority (𝟲𝟵%) 𝗼𝗳 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 confessed to being 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗻𝗴 with their staff. · Of more than 1,000 full-time 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 surveyed across the U.S., 𝟴𝟭% 𝘄𝗼𝘂𝗹𝗱 𝗿𝗮𝘁𝗵𝗲𝗿 𝗷𝗼𝗶𝗻 𝗮 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝘁𝗵𝗮𝘁 𝘃𝗮𝗹𝘂𝗲𝘀 “𝗼𝗽𝗲𝗻 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻” than one that offers perks such as top health plans, free food, and gym memberships. You do the math.

CONFRONTATION: - This is the way things are. - This is why I'm right. - This is what we have to do. COLLABORATION: - What's your concern? And what's driving it? - I understand. Here's what's concerning me. - What can we build that covers the angles for us? We're on the doorstep of 2023. Time to tap your team's varying views to build your competitive edge.

We often overlook the most powerful position we can take in an argument. We think we know what that is: * Be right. * And be in the right. Have the right answer and the moral high ground. BANG! Winner! That's what we think. But it doesn't really work that way, does it? Because the person sitting across the desk "knows" the same thing. So, what that strategy really gets you is an argument. So, what works better? Make your challenger know that you are really engaging with them, really getting them. Yeah, that takes energy. But it pays off big. Research going back to the 1960s says that when you let others at work know you are really engaging what they say: 1. They think you are more trustworthy. 2. They think you are more objective. 3. They think you have better professional judgment. 4. They're more willing to talk to you about other business issues. 5. And...wait for it...they will start engaging with what you say and are more likely to consider your points. How would you like to be standing on that platform before you even put your idea forward? And all you have to do is reflect back to your challenger what they are saying to you, but in a way that positively acknowledges their point of view. Next time you anticipate conflict, you know how to start off on the strong foot.