Building Higher Trust 128 Trust and Vulnerability

June 16, 2023

Think about the relationship between the principles of trust and vulnerability. The two concepts are not the same, but they are interrelated in numerous ways. This article will describe some of the most common relationships between trust and vulnerability.

Defining trust and vulnerability

As soon as we try to define trust, the concept of vulnerability surfaces as part of the thinking process. Vulnerability refers to the state of being exposed or susceptible to harm, emotionally or physically

Charles Feltman gave the best definition of trust I have seen in his book, The Thin Book of Trust. Charles embeds the concept of vulnerability into his definition of trust. He posits that trust is “choosing to risk making something you value vulnerable to another person’s actions.”

Trust implies vulnerability

When we trust someone, we make ourselves vulnerable to them. Trust requires us to let our guard down. We reveal our thoughts and rely on the other person to respect and handle that vulnerability with care. In a trusting relationship, individuals feel safe enough to share their true selves. They express their needs and desires and take emotional risks without fear of judgment, betrayal, or exploitation.

However, the act of being vulnerable also opens us up to the potential for harm or disappointment. When we trust someone, we are essentially placing a part of our well-being in their hands. If that trust is violated, it can lead to emotional pain, betrayal, and a loss of security.

The concepts go hand in hand

Trust and vulnerability go hand in hand. The more vulnerable we allow ourselves to be, the more trust is required. Also, the more trust we place in someone, the more vulnerable we become.

The process of verification requires time

Building trust in relationships often involves a gradual process of testing and evaluating the other person’s trustworthiness over time. It requires consistent demonstration of reliability, honesty, and respect. As trust is established and confirmed, we feel more comfortable being vulnerable with each other.

Conversely, a lack of trust can hinder vulnerability. If individuals do not feel safe or secure in a relationship, they may be hesitant to be vulnerable. They fear that their vulnerability will be exploited or used against them. In such cases, the absence of trust can create barriers to open communication, emotional intimacy, and personal growth.

Summary

Trust and vulnerability are interconnected. Trust enables individuals to open themselves up and be vulnerable. Vulnerability necessitates trust in order to feel safe and secure. Both elements are essential for building healthy, meaningful relationships based on mutual respect and understanding.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.  For more information, or to bring Bob in to speak at your next event, contact him at www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763.

 

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Leadership Barometer 201 Active Listening

June 13, 2023

Active Listening is a skill that leaders should use consciously more often. Most leaders have been trained on the steps to use, but many forget to use them when they should.

When workers are asked what their greatest frustration is at work, a common response is communication. For most people, the skill of listening is the weakest of the communication skills.

Why active listening is often overlooked

While they appear to listen, many leaders use their mental energy to prepare what they are going to say next. That habit reduces understanding and accounts for much frustration in communication.

Active listening is difficult

Active listening requires much more effort than casual listening. If we try to use active listening for all conversations, we would get very tired.  I recommend that leaders should use active listening for conversations where emotions run high.

Active listening involves fully focusing on and comprehending the speaker’s message, without interrupting or prematurely formulating a response. While it may seem simple, active listening is a critical skill that can enhance communication. It helps build trust and foster collaboration within a team or organization.

Unfortunately, many leaders struggle to practice active listening consistently. They may be prone to interrupting, multitasking, or being more focused on expressing their own ideas. They do not focus enough attention on truly understanding others. This can lead to misunderstandings, decreased morale, and missed opportunities for innovative solutions.

Ignoring active listening means the leader is sacrificing many good things in their organization.

Active listening helps build trust

By actively listening, leaders can demonstrate respect for their team members, encourage open dialogue, and gain valuable insights. It helps them develop a deeper understanding of their team’s challenges, needs, and aspirations. It can inform decision-making and drive more effective leadership. Good listening builds higher trust.

To cultivate active listening skills, leaders should:

  1. Give undivided attention to the speaker. Don’t multitask.
  2. Maintain good eye contact.
  3. Approach conversations with an open mind and suspend judgment.
  4. Be empathetic to the speaker’s emotions, motivations, and concerns
  5. Ask for clarification when necessary, ensuring a clear understanding of the speaker’s message.
  6. Summarize and reflect what the speaker has said to demonstrate understanding. Do this artfully and not with a heavy hand.
  7. Allow the speaker to express themselves fully without rushing or interrupting.
  8. Create a safe and inclusive environment where all team members feel comfortable sharing their thoughts.

Conclusion

By incorporating active listening into their leadership style, leaders can foster better communication, build stronger relationships, and empower their teams to achieve their full potential.

 

 

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

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Reducing Conflict 96 Document Behaviors

June 11, 2023

One simple way to reduce conflicts is to have your group document expected behaviors in advance. I have used this technique in the past, and it has saved a lot of grief over the years.

The trick is to get your team to agree upon a set of rules that they intend to follow. Write down the rules and agree upon some form of consequence for people who violate them. The rules act as a preventive. Everyone in the group has signed up for the consequence if they violate them.

Example of an actual list of team behaviors

The following list of behaviors was taken from a group I supervised several years ago. 

  • When in conflict we will try to see from the other person’s perspective.
  • If we disagree, we will do it without being disagreeable.
  • We will not leave meetings with “silent no’s.”
  • Everyone will act like an adult.
  • The team will build an environment of respect and trust.
  • Commitments are always honored.
  • Individuals stay positive, even in difficult times.
  • Members seek to understand before seeking to be understood.
  • We help and support one another.

Why this list helps reduce conflict

Daily operations are sometimes intense and confusing. It is easy to get flustered and forget to live by the rules. Having them written down and agreed to prevents problems from surfacing.  People know they will be reminded if they overlook one of the rules.  If a pattern arises where the rules are broken multiple times, then disciplinary actions are required. 

Accountability is vital

If you have established rules for deportment, then you must enforce them or they will lose their power. If people recognize that you often excuse lapses from the standard, they will test the limits often. It becomes a game of “Gotcha” where leaders sometimes enforce the rules, but not always.

Recognize good behavior

It is also important that you reinforce people when they model the rules. It is not enough to hold a hammer over people’s heads with a negative consequence.  Instead, catch people in the act of modeling the documented behaviors and thank them.  That reinforcement is vital because other people will be reminded of the agreements often.

Conclusion

Having a set of documented behaviors can reduce the conflict between people daily.  Just remember to hold people accountable if they violate a rule and reinforce them when they follow the rules.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 

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Leadership Barometer 200 Go First

June 6, 2023

There is an interesting analysis about whether leaders should go first or go last. In the end, it depends on the kind of things they are doing that makes the difference. Both points of view are logical and totally understandable.

Let’s take a look at the case for each one.

The perspective of Stephen M.R. Covey

In Covey’s first book, The Speed of Trust (2006), he advocates that leaders need to extend trust first. By “going first,” Covey means being proactive in extending trust to others. Leaders assume positive intent and take the lead in building trust.

He argues that this approach can create a positive cycle where trust begets trust. This practice leads to increased productivity, collaboration, and effectiveness within teams and organizations.

Expanding the concept

In his most recent book, Trust and Inspire (2022), Covey broadens the concept. He expands the idea of “going first” from just building trust to also include other behaviors or outcomes. Those outcomes include respect,  transparency, empathy, authenticity, etc. 

In each of these respects, “leaders go first.  Someone needs to go first: leaders go first.” They demonstrate by their actions the kind of culture they are trying to build.

Looking at the flip side

When leaders are giving credit for progress in improving the culture, they move to the back of the line. In Leaders Eat Last (2014), Simon Sinek makes a different point. Sinek emphasizes that great leaders prioritize the well-being and success of their team members above their own interests.

Sinek introduces the concept of the Circle of Safety. It represents the feeling of belonging and security within a group or organization. The book explores the biological and chemical factors that influence human behavior and teamwork. Sinek describes the role of neurotransmitters, such as serotonin and oxytocin. These chemicals create a sense of fulfillment and loyalty within a team.

Leaders Eat Last emphasizes the importance of selfless leadership. Leaders prioritize the well-being and success of their team members. By creating a culture of trust, collaboration, and support, leaders inspire their teams. That practice achieves higher levels of performance and fulfillment.

Room for both views

I believe both points of view are valid.  When defining the future culture, leaders need to go first.  They show by example the kind of culture they are trying to build.

When giving credit for the excellent work being done, leaders step back and let the teams shine.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

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Reducing Conflict 95 Conflict as a Game

June 4, 2023

Most people dislike conflict, but some people see conflict as a game. This article will describe several situations why conflict can be a game.  Some of these are legitimate, and some of them are simply ways to cause havoc.

Some people do it to stir things up, and others see it as a way to get attention.

Why would someone consider conflict as a game?

There are people who engage in conflict for personal gain or for entertainment. Individuals may use conflict to exert power, control, or dominance over others. These people might derive satisfaction from manipulating or exploiting others. They enjoy the competitive nature of conflict or seek personal advantages at the expense of others.

Unfortunately, these individuals destroy trust within an organization.  Integrity and transparency often are lost when people feel manipulated. In high-trust groups, people do not play games with each other.

Gamers are a blight on society because they cause damage wherever they go. They need to be confronted and taught how to be more caring of others. Their exploits are rooted in selfishness, and they cause severe damage in organizations.

Other more benign conditions for conflict

In certain situations, conflict may be approached strategically, resembling a game-like scenario. It often appears in military operations or strategic negotiations. Such situations involve careful planning, decision-making, and execution, often with specific objectives and rules. The benefit of these confrontations is the learning that goes on for the people involved.

Use of conflict in training

I often put people in conflict situations in my leadership training so they can do a role play of how they would react. These scenarios are particularly challenging, and the debrief is a way to teach proper reactions.

For example, in one role-play exercise, I pit a disgruntled employee against her manager. The employee has just been passed over for a promotion in favor of another woman. She was obviously the best candidate but was not selected because the manager’s boss had a crush on the other woman. The manager was ordered to not divulge the reason for the selection when the employee complained.

In this scenario, it was the manager who was in the hot seat. He had advocated for the employee as the best candidate but was voted down by his superior. Since he was told not to divulge the information, he had no reasonable defense when the employee complained. The lack of trust between the manager and his superior was the root cause of the problem.

Learning opportunity

Putting people in “no win” conflict situations for role play really helps them grow. They see themselves trying to operate in an unfair world and learn some valuable lessons. It is better to confront these situations in the classroom where coaching is available than in the real world.

The ramifications of conflict can be very severe.

Considering conflict as a game or pursuing it solely for personal gratification can have severe consequences.  It will harm others and perpetuate violence or injustice. Conflict should ideally be addressed through peaceful means, such as negotiation. Dialogue and mediation can lead to resolutions that are fair and just for all parties involved.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 

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Building Higher Trust 127 Actions to Build Humility

June 1, 2023

One thing any leader can do to foster more trust is to practice humility. You have likely experienced ego-centered leaders who don’t develop trust with their people.

They have all the answers and bully people into doing their bidding. The things a leader can do to become a more humble person are not always obvious.

Several months ago, I wrote another article on humility that addressed why humility is so important. In this article, I will share ten specific actions a leader can practice to develop more humility.

How can leaders improve their level of humility?

Humility is a valuable trait that fosters collaboration, empathy, and a willingness to learn. Here are ten things a leader can do to develop more humility

Practice self-reflection

Take time for introspection and evaluate your own strengths and weaknesses honestly. Acknowledge that you don’t have all the answers and that you can learn from others.

Seek feedback

Actively encourage and welcome feedback from your team, peers, and mentors. Listen openly to different perspectives, even if they challenge your own ideas. Consider constructive criticism as an opportunity for growth. When people bring up a contrary opinion, make them glad they brought it up. 

Practice active listening

When engaging in conversations, genuinely listen to others without interrupting or dominating the conversation. Show interest and respect for their viewpoints and experiences. Keep a mental score sheet and make sure you are listening more than talking. This practice is especially important after heavy conversations. Make sure the air time is evenly distributed or weighted more toward the other person.

Share credit and recognize contributions

Give credit where it is due and acknowledge the efforts and achievements of other people. Avoid taking credit solely for yourself and emphasize collective success.

Admit mistakes and take responsibility

Acknowledge and own up to your mistakes. Apologize when necessary and focus on finding solutions rather than assigning blame. This action demonstrates humility and a commitment to personal and professional growth.

Learn from others

Recognize that you can learn from people at all levels of the organization. Encourage sharing and create opportunities for mentorship or reverse mentoring. Thank people who share their knowledge with you.

Practice empathy and compassion

Cultivate empathy by putting yourself in others’ shoes and considering their feelings, needs, and perspectives. Treat everyone with kindness, respect, and fairness. Keep your tone of voice low and calm. Don’t shout!

Be open to continuous learning

Foster a growth mindset and embrace a mindset of lifelong learning. Stay curious and seek new knowledge and experiences. Encourage a culture of learning within your team or organization.

Lead by example

Model the behaviors and values you expect from others. Show humility in your actions, decisions, and interactions. Demonstrate that humility is a strength and not a weakness.

Cultivate gratitude

Recognize and appreciate the contributions and support of others. Express gratitude regularly, both publicly and privately. Show that you value and acknowledge the efforts of those around you.

Remember that becoming more humble is an ongoing journey. It requires self-awareness, a commitment to personal growth, and consistent practice of these actions.

 

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.  For more information, or to bring Bob in to speak at your next event, contact him at www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763.

 

 

 

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Leadership Barometer 199 Your Legacy

May 30, 2023

When you consider your role as a human being, your legacy surfaces as a critical element. This article is about your legacy and how to maximize it.

Legacy refers to the impact you leave behind as a result of your actions and contributions while on earth. It is the lasting imprint or mark that you leave for future generations. You might ask why there is so much interest in passing on an outstanding legacy. 

Why worry about legacy?

Once your body has passed into the spirit world, the first thing is to dispose of your personal effects.  The pile of clutter you have accumulated will be passed on to relatives or donated to social services.  Whatever financial assets are left will be disseminated to your relatives or charitable associations.

What remains is your legacy: your “gift” to the world. It is the sum of what you contributed based on your brief stay in the tangible world.

Especially important for leaders

Leaders need to think about legacy because it is the process by which society moves forward.  If you are a leader, here is a checklist of things to help improve your personal legacy.

Clarify your vision 

You need to have a clear and compelling vision that inspires others and guides their decision-making. Be sure to share your vision with others in ways that demonstrate you really mean it.

Set long-term goals

Establish ambitious but realistic long-term goals that reflect your vision. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART).

Lead by example

Demonstrate the values and behaviors you expect from others. You should exhibit integrity, humility, empathy, and accountability in your actions. Leading by example creates trust and encourages others to follow suit.

Develop and empower others

Invest in the development of your team members, helping them acquire the necessary skills and knowledge to succeed.

Foster collaboration

Encourage collaboration and teamwork within your organization or team. Promote a culture of open communication, trust, and respect. That culture allows you to harness the collective intelligence and creativity of your people.

Innovate and adapt

Embrace innovation and stay ahead of changing times. Encourage a culture of continuous learning, experimentation, and adaptation. That mindset will position your organization or team for long-term success.

Make a positive impact

Strive to make a positive impact not only within your organization but also in the broader society. Champion social and environmental causes, promote ethical practices, and contribute to the well-being of your community.

Mentor future leaders 

Actively mentor and support the growth of emerging leaders. By sharing your knowledge, insights, and experiences, you can leave a lasting legacy. Shape the next generation of leaders.

Reflect and learn 

Reflect on your actions, successes, and failures. By learning from past experiences, you refine your approach and make continuous improvements. Self-awareness and a growth mindset are essential for long-lasting legacies.

Document and share knowledge

Document your knowledge, lessons learned, and best practices. This idea could include writing books, creating educational resources, or establishing mentorship programs. Sharing knowledge ensures that your legacy lives on and benefits future generations.

Conclusion

Your legacy is not solely defined by your personal achievements. It is all about the positive impact you have on others and the lasting changes you bring about.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

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Building Higher Trust 126 Try Less Control

May 26, 2023

If you are interested in higher performance, you should try less control. That advice sounds backward, doesn’t it?  Typically, the reaction when things are not going well is for managers to add more controls.

The effort is to get more people to do what they are supposed to do, so performance will improve.  Only one problem: most of the time greater control translates into lower performance.

Daniel Goleman wrote that when leaders use a coercive style it leads to lower employee motivation. His paper, published in the Harvard Business Review, is entitled Leadership that Gets Results.

Evidence from the pandemic

We saw ample evidence during the COVID Crisis when people were working remotely. Organizations put in tracking systems to ensure employees were working.  The resulting loss in motivation gave rise to the great resignation of 2021.

If you find ways to check up on your workers, they find ways to cheat the system or leave.

Controls demonstrate a lack of trust

Management sends a signal that they do not trust people to do the right thing. When managers heap more rules onto the already steaming pile of procedures, people become more disillusioned. They also feel abused and even harassed.

Result: people comply begrudgingly, but will not go beyond simple compliance. The organization suffers as workers leave most of their discretionary effort on the front steps or at home.

Example from Stephen M.R. Covey

His new book, Trust and Inspire, has a lot of information on control. Covey points out that, in the post-pandemic world, the philosophy of command and control no longer works. People become insulted and reduce their level of engagement.

Don’t just throw away all procedures. Some of them are needed for legal purposes or to ensure standard practices in complex and critical situations. Managers should stop trying to account for every situation that might go wrong. They should stop trying to direct people on how to react to every single scenario. Doing that chokes out the creativity and enthusiasm of the workforce.

The secret is to have specific processes only where they are needed. Allow people to use their brains when an off-standard condition requires quick thinking. For example, there may be a set procedure for investigating the situation before granting a customer refund. There will be times when it is wiser to ignore the rule and immediately accept the customer’s word. 

Conclusion

When managers allow people to use their God-given intelligence, they nearly always do the right thing. If they make a mistake, it is usually a small one. Don’t make up rules that try to cover every possible situation. What you get is simple compliance. Most of the time you will miss the opportunity to have a fully engaged workforce.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.  For more information, or to bring Bob in to speak at your next event, contact him at www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763.

 

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Leadership Barometer 198 Learning to See

May 24, 2023

Part of my “Quality Black Belt” training 30 years ago introduced me to the concept of “learning to see.” There are many interpretations and uses of learning to see. 

 

The one I will focus on in this article is from the “Toyota Production System.” It is a system for eliminating waste in a manufacturing system. 

 

I will broaden the concept to include learning to see in management processes. I am fascinated by the concept and think we can all benefit from learning to see better.

Learning to see waste

In the Toyota Production System, “learning to see” refers to identifying and eliminating waste in a production process. The TPS is a manufacturing philosophy developed by Toyota that emphasizes continuous improvement, waste reduction, and respect for people.

“Learning to see” includes training oneself to observe and interpret the world around us more accurately and perceptively. It involves developing the ability to notice the details, patterns, and nuances in our environment. These are things that we might otherwise miss or take for granted.

One of the key concepts of TPS is the identification and elimination of waste. Waste is defined as any activity or process that does not add value to the customer. In order to do this, employees are trained to “see” waste in their work environment. They develop the skills to identify and eliminate waste.

The process of “learning to see” in the context of TPS involves several steps. First, employees are taught to identify the eight types of waste in a production process. These types include overproduction, waiting, transportation, processing, motion, inventory, defects, and unused employee creativity. Once they can identify these types of waste, they are encouraged to take creative steps to eliminate it.

Next, employees are trained to use a variety of problem-solving tools and techniques to eliminate waste. These tools may include root cause analysis, value stream mapping, and continuous flow manufacturing. By developing these problem-solving skills, employees are better equipped to identify and eliminate waste. They are urged to continuously improve their work processes.

Value Stream Mapping

A major component of TPS is a special kind of diagram that maps all parts of the enterprise. Quantities of raw materials are recorded along with the subassembly processes and inventories that make the final product. By studying the value stream map, employees can easily identify areas of high waste.  That process allows them to focus efforts to reduce the waste.

Learning to see for management processes

It is possible to envision a kind of value stream map for management processes. In this case, the raw materials are ideas. They flow into a process of evaluation and decision points. Sometimes ideas are held up due to employee pushback.  That becomes a kind of waste to eliminate through better communication. 

Possible system

I believe it is possible to envision any management system as part of a process that can be optimized.  The trick is to have the ingenuity that allows us to visualize processes in a different way. We need to learn to see what is going on.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

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Reducing Conflict 94 Sources of Conflict

May 21, 2023

There are an infinite number of sources of conflict at work. In my leadership classes, I like to highlight the following ten sources.

All ten of these causes are well known, so there is little need to describe them in detail. In some cases, I have suggested a helpful antidote

Communication breakdowns

There can be misunderstandings and miscommunication between coworkers or managers and employees. Lack of adequate communication is often cited as the number one source of frustration for employees. Communicate important messages in multiple ways.

Personality clashes

Different personalities, work styles, and preferences can cause tension and conflict among coworkers. People seem to be preoccupied with “fixing” other people to think like they do. We all wear an “I AM RIGHT” button at times.

Power struggles

Conflicts can arise when individuals or groups compete for power, influence, or resources in the workplace. There is an agenda in most communications between people, and it is often about power.

Workload and responsibilities

Conflicts can arise when one person feels that they are being unfairly burdened with too much work. Since resources are usually spread thin, it is common to have many people feeling abused. “Social loafing” is the practice of goofing off, so others will do more than their share of the work.

Different goals and priorities

Conflicts can arise when different individuals or departments have conflicting goals or priorities. The antidote to this common problem is to ensure the groups are properly aligned.

Organizational changes

Changes in leadership, organizational restructuring, or other major changes in the workplace can create uncertainty and lead to conflicts. Succession issues often surface with extreme conflict between people.

Discrimination and harassment

Conflicts can arise when employees feel that they are being discriminated against or harassed in the workplace. This situation can create a toxic work environment.

Performance issues

Conflicts can arise when one person’s work performance is not meeting expectations. There may be disagreements about what constitutes good performance. Consistent standards for performance can help a lot in this situation.

Resource allocation

Conflicts can arise when there are limited resources, such as budget or staff. Individuals or departments compete for those resources. If you are the supervisor of a group of 12 engineers with only one administrative assistant, watch out.

Personal issues

Personal issues outside of work, such as health problems or family issues, can spill over into the workplace.

Conclusion

We are all familiar with these ten sources of conflict.  We live with them every day. There are hundreds more, but these ten are the most common. Recognize that all of these issues are part of the human condition. Build a culture of affection and trust, and you will see the severity of these problems diminish significantly.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 

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