Senior Leaders at work end up in conflict at some or most points in their career, whilst there might be justifiable reasons for some; by and large the organization loses. The structure of most corporations unwittingly encourages conflicts occur and collaboration takes a toss .In some organizations –Internal competition is stronger than external market based competition.
If you had choices, and all of us do!! Some might argue that they are left with disempowering choices –It is up to the internal construct of the individual in question to work/ turn around a powerful choice .Would you build a bridge or fight a battle? How would you know what would be a wise choice one? Is there an innate sense of survival that guides with us with “self Interest “as a primary concern .
If you had to hone this skill, A stake holder mapping exercise is worth considering for definitely “building bridges” and going about in a strategic manner.
On issues of Integrity and core value violations, one definitely needs to articulate objections or observations.Sometimes, with these issues, it isn’t just good to burn the bridge, one needs to take the battle into the other person’s territory.
But, by and large, if there is a healthy outcome orientation –Getting caught up in “ego wraps”, idea ownership won’t come in the way of reaching out for a WIN WIN. If Leaders are keenly aware about every interaction and some index to measure the success of each stakeholder conversation ,It could look like this :
If you had to hone this skill, A stake holder mapping exercise is worth considering for definitely “building bridges” and going about in a strategic manner.
On issues of Integrity and core value violations, one definitely needs to articulate objections or observations.Sometimes, with these issues, it isn’t just good to burn the bridge, one needs to take the battle into the other person’s territory.
But, by and large, if there is a healthy outcome orientation –Getting caught up in “ego wraps”, idea ownership won’t come in the way of reaching out for a WIN WIN. If Leaders are keenly aware about every interaction and some index to measure the success of each stakeholder conversation ,It could look like this :
- Am I using this opportunity to understand this person better? Am I giving him clarity about what I seek exactly?
- At the end of this conversation –What should I do to leave this person with more clarity and confidence?
- Can I monitor myself at different points of the conversation to see if I am “losing the woods for the trees” and losing outcome orientation?
- Am I being consistent?
You have to choose to believe!
I had the opportunity to meet with the CEO of a large company on “creating a coaching culture “ within the organization .When we started discussing the “As is “ situation ,he was clearly troubled about the fact his executive leadership team was not on the same page regarding –achievement of “agreed upon” targets for this year .According to them, he had taken on a very ambitious target which was way out of reach for the team and they were stretched on several counts.Surprisingly,he said the existing team was the one the had grown massively against all odds the previous year.
When we asked him –what was the leadership strategy that ensured last year’s success –He said “extremely aggressive” and smiled .The same strategy was clearly not working this year, as was evident from the fact –there was attrition and people management issues
But at the core of the issue –The belief orientation was just not there!! All the artifacts around the Office seemed to say –This team in a show of congruent thought designed the values and mission statement –this still seemed like a cerebral exercise and that change had not registered at a core emotional level –There was no war cry call for action and change.
When my colleague and myself started with the diagnosis –some of the thoughts that went through us:
How do we build Beliefs? Are they something that happen? How can we consciously choose to believe something we don’t? How will this fool our brains and propel us into action?
Roger Bannister was the first man to cover a mile in 4 mins in 1954 ,the following year -30 people broke his record ,they had enough reference to show that it could be done ! What’s the way forward in the absence of any references? Where does one draw empowering beliefs for oneself and the team??
Interesting challenges that coaching attempts to solve!
But at the core of the issue –The belief orientation was just not there!! All the artifacts around the Office seemed to say –This team in a show of congruent thought designed the values and mission statement –this still seemed like a cerebral exercise and that change had not registered at a core emotional level –There was no war cry call for action and change.
When my colleague and myself started with the diagnosis –some of the thoughts that went through us:
How do we build Beliefs? Are they something that happen? How can we consciously choose to believe something we don’t? How will this fool our brains and propel us into action?
Roger Bannister was the first man to cover a mile in 4 mins in 1954 ,the following year -30 people broke his record ,they had enough reference to show that it could be done ! What’s the way forward in the absence of any references? Where does one draw empowering beliefs for oneself and the team??
Interesting challenges that coaching attempts to solve!
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