Reducing Conflict 89 Care

April 16, 2023

In my leadership program, I do a segment on reducing conflict where care takes center stage. My program lists a dozen actions that can reduce conflict. The most important one is to show that you care for the other person. 

In this article, I will share why care is such an important concept. I will offer some tips on how to be effective at showing care.

You are not going to have a conflict if there is mutual care between the parties.  There are numerous obvious ways to show care (see below for examples). The real deal goes beyond those things.

Here are some mechanical things to think about to prevent a condition of conflict.

  1.  Listen actively. Show that you care about your coworker by being an active listener. Pay attention to what they say,   ask questions, and show empathy.
  2. Show gratitude. Express your appreciation for the work that your coworker does. This can be as simple as saying thank you or giving them a compliment.
  3. Check-in regularly. Regularly check in with your coworker to see how they are doing. This could be through a quick chat, email or messaging them, or a coffee or lunch break.
  4. Offer help. Offer your assistance to your coworker when they are struggling with a task or project. This could be as simple as offering to proofread a document or help with a presentation.
  5. Celebrate their achievements. Congratulate your coworker on their achievements and celebrate their successes. This could be as simple as giving them a high five or writing a congratulatory note.
  6. Respect their boundaries. Respect your coworker’s boundaries and personal space. Avoid invading their privacy and be mindful of their time.
  7. Show interest in their life. Get to know your coworker beyond work-related topics. Ask about their hobbies, family, and interests.
  8. Give constructive feedback. Provide your coworker with constructive feedback that can help them improve their work. Be respectful and tactful when giving feedback.
  9. Offer to cover for them. Offer to cover for your coworker when they need time off.
  10. Be kind and understanding. Show kindness and understanding to your coworker in all situations. Treat them with respect and empathy, and be a good listener when they need someone to talk to.

That is a very good list of tangible things you can do to show care. I think it misses some profoundly important concepts. Here are a couple of additional things to think about.

Show care with your body language.

Care is not something like a mask you put on to get a particular reaction. You show that you care by thousands of silent cues that indicate what is going on in your heart. Your facial expression shows how much you care.  It also shows in other ways you configure your body in relation to the other person. Avoid clenched fists and keep your hands open.

Be the kind of person you would want for a friend.

In all your interfaces be gracious and kind.  If you are giving specific feedback, keep a sharp eye on the body language of the other person along the way. They will tell you if your coaching is appreciated or hurtful.

Conclusion

Showing you care for another person is the best way to avoid an atmosphere of conflict.  Follow the tips and hints above to create that kind of relationship.

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 22 Care for Other People

January 3, 2022

The most potent way to reduce conflict within any group is to get the people to genuinely care for each other. It is so obvious, we sometimes forget.

There are always going to be stress points between people. That is a fact of life, but when people have the ability to rise above the petty annoyances and truly care for other people, the conflict has a short lifespan.

It’s pretty hard to stay mad at a person who just brought you a chocolate chip cookie as a surprise. Sometimes a soothing and gentle word is enough to change the vector of some inter-group squabbles.

Important concepts

I learned a lesson early in my career that stuck with me.  When you extend kindness when it is not expected, it has double the power. When you surprise someone with a gracious gesture, it really goes a long way.

Remember your body language

Another thing to remember is that it does not take tangible gifts to turn a sour situation sweet.  What you say is critical, and how you say it is even more important. 

Keep in mind that we extract more meaning from body language and tone of voice than the actual words that are being used.

If you are feeling anger toward another person, it will show all over your body.  When there is conflict, get into a happier state of mind before trying to patch things up.

Notes can help

Often a note that has the right flavor will reduce conflict between people. Imagine you and Mike had an argument on how to accomplish a tricky step on a project. You decided to go with Mike’s approach. 

Now imagine you wrote a note to Mike’s manager telling her how Mike’s contribution was pivotal in allowing a successful conclusion to the project.  You copy Mike on the note.  He is going to appreciate the gesture and may even send a note of thanks back to you.

Remember to praise in writing when possible. If there is some constructive criticism, keep that verbal because verbal input has a half-life. Notes remain forever.

Find Special Ways to Demonstrate That You Care

There are an infinite number of ways you can show another person you care about her.  One word of caution: make sure your gestures are genuine and not an act. When you put on a phony show of affection it can do more damage than you might think.

The other person will write you off as a jerk and your attempt to calm the situation will have backfired.

Free Video

Here is a 3-minute video that contains more information on how to care for other people.

https://www.youtube.com/watch?v=xW0SQ8xE598

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 1000 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

 

 

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Talent Development 3 Reduce Conflict

July 10, 2020

One of the skill areas listed in the Detailed Content Outline for the Certified Professional in Talent Development CPTD by ATD is “knowledge of conflict management techniques.”

Several years ago, I created a list of twelve tips to reduce conflict. I present these as a discussion starter. What techniques would you add to my list?

Reverse Roles

When people take opposing sides in an argument, they become blind to the alternate way of thinking. This polarization causes people to become intransigent, and the rancor escalates. A simple fix is to get each party to verbalize the points being made by the other person. To accomplish this, each person must truly understand the other person’s perspective, which is why the technique is effective.

Don’t Sweat the Small Stuff

Most of the things that drive you crazy about a co-worker are things that you won’t remember by the end of the day or certainly not later in the week. Recognize that the things annoying you about another person are really insignificant when considering the bigger picture and the numerous things both of you have in common.

Live and Let Live

The other person’s personal habits are just the way he or she is built. Don’t fixate on trying to change the person to conform to what you think should happen. Focus your attention on the things you like to do.

Take a Vacation

When pressure builds up, just take a brief vacation in your mind. Close your eyes, take a deep breath, and visualize a happier place and time. You can take a vicarious trip to the beach anytime you wish. One trick with this technique is to get as many senses involved as possible; feel the warm air on your cheek, taste the salt water on your lips, hear the gentle lapping of the waves, smell the seaweed by your feet, touch the warm sand on which you are sitting, see the beautiful sunset over the water.

Be Nice

Kindness begets kindness. Share a treat, say something soothing, compliment the other person, do something helpful. These things make it more difficult for the ill feelings to spread.

Extend Trust

Ernest Hemingway said, “The best way to find out if you can trust somebody is to trust them.” We’ll forgive the flawed grammar, since Ernest is already in the grave, and also since his meaning is powerfully true. Trust is bilateral, and you can usually increase trust by extending more of it to others. I call this “The First Law of Trust.”

Don’t Talk Behind their Back

When you spread gossip about people, a little of it eventually leaks back to them, and it will destroy the relationship. If there is an issue, handle it directly, just as you would have that person do with you.

Don’t Regress to Childish Behavior

It is easy for adults in the work setting to act like children. You can witness it every day. Get off the playground, and remember to act like an adult. Work is not a place to have tantrums, sulk, pout, have a food fight, undermine, or any number of common tactics used by people who are short on coping mechanisms because of their immaturity.

Care About the Person

It is hard to be upset with someone you really care about. Recognize that the load other people carry is equal or heavier than your own. Show empathy and try to help them in every way possible. This mindset is the route to real gratitude.

Listen More Than You Speak

When you are talking or otherwise expounding, it is impossible to be sensitive to the feelings of the other person. Take the time to listen to the other person. Practice reflective listening and keep the ratio of talking to listening well below 50%.

Create Your Development Plan

Most individuals have a long list of what other people need to do to shape up but a rather short list of the things they need to improve upon. Make sure you identify the things in your own behavior that need to change, and you will take the focus off the shortcomings of others.

Follow the Golden Rule

The famous Golden Rule will cure most strife in any organization. We tend to forget to apply it to our everyday battles at work.

If we would all follow these 12 simple rules, there would be a lot less conflict in the work place. It takes some effort, but it is really worth it because we spend so much time working with other people.

Following these rules also means leading by example. If just a few people in an organization model these ideas, other people will see the impact and start to abide by them as well. That initiative can form a trend that will change an entire culture in a short period of time.


The preceding information was adapted from the book Leading with Trust is like Sailing Downwind, by Robert Whipple. It is available on http://www.leadergrow.com.

Robert Whipple is also the author of The TRUST Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Trust in Transition: Navigating Organizational Change. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc. a company dedicated to growing leaders.


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Talent Development 1 Are You Doing Enough Cross Training?

June 20, 2020

Don’t you love the advertisements that promise to cure all your problems just by taking a pill? They try to convince you that all ailments are related, and for only $19. 95 plus S&H you can have a full month supply of the cure.

“But wait! If you order within the next 20 minutes, we’ll double your order; just pay separate S&H.” It is amazing that there are people who actually believe this drivel.

For organizational ailments, I believe there is a potion that really does attack many issues at the same time, and you can actually get a double dose for a very low price with no S&H (and the offer does not expire in 20 minutes).

The tonic I am referring to is cross training. Let’s look at some of the reasons why this practice is such powerful medicine.

Link Between Training and Satisfaction

Several studies over the past 50 years have established a strong link between training and satisfaction. Organizations that continuously train their people have more motivated employees and less absenteeism.

If you study the organizations in the Top 100 companies to work for in the United States, you will see that every one of them has a strong cross training program in place for employees.

Improved Bench Strength

It is not rocket science to discover the benefits of having people cross trained on each other’s job. Every time an employee is out for an illness or vacation, it is a simple matter of moving people around to cover the lost function.

Having several back-ups for each position generates the flexibility to operate efficiently in today’s frenetic environment. In sports, we know that a team with great bench strength has an easier time winning than one with monolithic superstars.

Better Teamwork

When people train others on their function, a kind of personal bond is struck that is intangible but powerful. It is really a large team-building effort to install a cross training program in a company.

People actually enjoy it and rightfully feel the additional skills have something to do with job security.

Interestingly in organizations that do not cross train, many people are protective of their knowledge thinking that being the only one who knows procedures makes them indispensable.

Actually, the reverse is true because when large numbers of people feel that way, there is high tension, and the organization fails when someone is out. Jobs are not very secure in organizations like that.

Reduction in Turn Over

An organization that focuses on cross training suffers less from employee churn. Why? Because people have more variety of work and higher self-esteem.
They have more fun at work and tend to stay with the organization. Also, the opportunities to learn new things adds to the equation.

Basically, people operate at higher levels on Maslow’s pyramid in organizations that cross train.

Leads to Higher Trust

Trust is directly related to how people feel about their development. In organizations were people have a solid training program for the future, people know management cares about them as individuals.

The discussions to develop the plan are trust-building events because the topic is how the individual can improve his or her lot in life. That is refreshing and bodes well for the future.

Not Expensive

Of all the medications an organization can take for their problems, cross training is one of the least expensive. Reason: Training can be inserted during the little slack periods within an operating day or week.

Training keeps people occupied in growth activities when there is nothing much else to do. So, the real cost to the organization is much lower than it appears on the surface. When compared to the benefits, the ROI is fantastic.

Keeps the Saw Sharp

We all know the best way to learn something is to teach it to someone else. This is because in order to explain what you are doing you have to understand it very well.

A cross training policy forces incumbent workers to have their job processes well documented and easy to communicate.

Also, in the process of training someone else, there is the opportunity for the trainee to suggest better ways of approaching a task, so the process is being honed and refined all the time. That is healthy because it prevents stagnation.

If your organization does not have an active and specific cross training process, get one started today. It has so many upsides and really no significant downside.

If you have a program, ask yourself if it is fresh and vital. Are you milking this technique well or giving it lip service? If the latter is true, you have a lot to gain by revitalizing your cross training process.


The preceding information was adapted from the book Leading with Trust is like Sailing Downwind, by Robert Whipple. It is available on http://www.leadergrow.com.

Robert Whipple is also the author of The TRUST Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Trust in Transition: Navigating Organizational Change. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc. a company dedicated to growing leaders.


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Leadership Barometer 53 I’m OK – You’re Not OK

June 3, 2020

I have made an observation after listening to people vent about problem individuals at work or at home.

It seems most people have a rather long list of things that other individuals must do to improve but a rather short list of things they need to change in their own behavior.

It is human nature to excuse or rationalize one’s own shortcomings while focusing on the obvious improvement needs of others. Since nearly everyone practices this little deception, the world must be rife with almost perfect people who wish the other people around them would shape up.

Hmmm – something is wrong with this picture? Here are a dozen tips that can change the pattern for you. Print them out and post them at work. Feel free to add more concepts of your own, and let me know what you add.

1. Reverse the Roles

The other day a student was venting about a particular individual who was a major challenge at work. The student described in gory detail several behavioral things the other person constantly did that drove him up the wall.

I asked him to write an analysis about himself from the perspective of that other person. In other words, what would the other person tell me about him if he had the chance.

That brought the student up short, and he admitted it would be a rather humbling exercise to do.

2. Don’t Sweat the Small Stuff

It is a well known fact that most married couples fight over the little things that become habitual annoyances on a daily basis. The position of the toilet seat is a great example. How come I can never get my wife to leave the toilet seat up?

It is not the 401K account that most couples argue about daily, it is who gets the remote control, or why the toothpaste tube is always topless. So, if we can just remember that the small stuff is really just that, then maybe we can relax a bit.

3. Live and let Live

If a cubicle mate hums when she is happy, it is no reason to have a coronary over it. This is her outlet and way to be cheerful.

Even though it curdles your skin when it goes on and on, why burst her balloon by pointing out her “problem”? If it is an unconscious habit, she will never be able to control it anyway.

Simply buy a pair of noise canceling head phones and play the kind of music you like. Let a happy person be happy or a miserable person be miserable. Focus your energy on creating your own sphere of cheerfulness rather than trying to change the rest of the world.

4. Punch Out Early, Don’t Punch Out the Person

Find some way to get away from the petty squabbles before they bring you to the snapping point. If you cannot actually leave without penalty, it does not stop you from mentally checking out. Just go for a little vacation in your mind.

Imagine smelling the giant pines if you love to hike. Feel the frost on your cheeks if you like to ski. Taste the chocolate chip cookie if you like to eat, or how about a relaxing hot tub while sitting at your desk?

Imagining happier places has kept many POWs alive for years; the same technique can keep you sane until 5 o’clock.

5. Share a treat

Just because someone drives you nuts by clipping his nails in the morning is no reason to hate him all day long. Find some symbolic olive branch and waive it around. Go get two chocolate bars and give him one.

Bring him in a bag of his favorite flavor of coffee. By extending kindness, we get kindness in return. Usually people know what they do drives us crazy.

If we change our body language rather than keep festering about “their problem” and learn to accentuate the positive, then the other person will likely respond in kind.

6. Extend Trust

The reciprocal nature of trust implies that you can improve another person’s trust in you by extending more trust to him or her.

When we build up a higher account balance of trust, the petty issues seem to melt away because we are focused on what is good about the other person rather than idiosyncrasies that drive us bonkers.

The best way to increase trust is to reinforce people who are candid with us about our own shortcomings. That takes emotional intelligence to do, but it works wonders at improving relationships.

7. Don’t Complain About Others Behind their Back

Speak well of other people as much as possible. The old adage “if you cannot say something nice about someone don’t say anything” is really good advice.

When we gripe about others when they are not present, a little of the venom always leaks out to the other person, either directly or indirectly. Never make a joke about another person at his or her expense.

A wise old pastor taught me that rule 40 years ago, and it is a great rule. If a person is doing something that really bothers you, simply tell him or her in as kind a way as possible why you find the action irritating.

8. Stop Acting Like Children

The lengths people go to in order to strike back at others for annoying them often takes on the air of a food fight in grade school.

Escalating e-mail notes is a great example of this phenomenon. I call them e-grenade battles. It is easy to avoid these squabbles if we simply do not take the bait.

When you find yourself going back and forth with another person more than three times, it is time to change the mode of communication. Pick up the phone or walk down the hall for a chat.

9. Care About the Other Person

If we really do care enough to not get bent out of shape over little things, then we can tolerate inconveniences a lot better. What we get back from others is really a reflection of the vibes we put out ourselves.

If we are feeling prickly and negative reactions from others, we need to check our attitude toward them. While it is convenient to blame them, often we are at least a partial cause of the negativity: they are simply a mirror.

10. Picture the other person as the most important person in your life

If all else fails, try to remember that life is short and to expend energy bickering and griping about others really wastes your most precious resource – your time.

How much better it is to go through life laughing and loving than griping and hating. We do have a choice when it comes to the attitude we show other people. Make sure your choice enriches others as well as yourself.

11. Have your own personal development plan

Start out each day with a few minutes of meditation on how you want to present yourself better to your co-workers. Have a list of areas you are trying to improve on.

This healthy mindset crowds out some of the rotten attitudes that can lead you to undermine the actions of others all day. Create a list of your personal improvement areas, and work on them daily.

12. Follow the Golden Rule

Finally, the famous Golden Rule is the most positive way to prevent petty issues from becoming relationship destroyers.

By simply taking the time to figure out how you would like to be treated if the roles were reversed, you will usually make the right choice for building and preserving great relationships.

Following these 12 tips will create a happier you and will mean that your interpersonal relationships will be much stronger in the future.



The preceding information was adapted from the book Leading with Trust is like Sailing Downwind, by Robert Whipple. It is available on http://www.leadergrow.com.

Robert Whipple is also the author of The TRUST Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Trust in Transition: Navigating Organizational Change. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc. a company dedicated to growing leaders.

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Leadership Barometer 2 Level of Trust

June 11, 2019

There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly.

You can spend a lot of time and money taking surveys to tell you the quality of your leadership. There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership.

These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.

Level of Trust

Good leaders create a legacy of trust within their organization. I have written elsewhere on the numerous hallmarks of an organization with trust as opposed to one that has no trust. But is there a quick and dirty kind of litmus test for trust? Think about how you would know if an organization has high trust.

You can do extensive surveys on the climate or call in an expensive consultant to study every nook and cranny of the organization, but that is not necessary.

All you need to do is walk into a meeting that is going on and observe what you see for about 5 minutes. You can get a very accurate view of the level of trust in what Malcolm Gladwell calls a “thin slice” of a few minutes watching a group.

1. Overall Body Language

Look at how the people sit. Are they leaning back with arms crossed and rigid necks, or are they basically leaning either in or toward the other people next to them?

2. Facial Expressions

Observe the look on the faces of people in the meeting. Can you see pain and agony, like they do not want to be there but are forced to endure the agony till the boss adjourns?

3. Tone of Voice

Listen to how people address each other. Is there a biting sarcasm that seeks to gain personal advantage by making other people in the room look small or do the people show genuine respect and even affection for each other?

4. Respect for the Leader

See how individuals interact with the leader. Is it obvious that everyone is trying to help the leader or are they trying to trip her up or catch her in a mistake? Do the participants show a genuine respect for the leader?

5. Lack of Fear

Is there a willingness to speak up if there is something not sitting right – for anyone, or is there a cold atmosphere of fear where people know they will get clobbered if they contradict the leader?

6. High Initiative

If there is work to be done are there eager volunteers or does everyone sit quiet like non-bidders at an auction?

7. Attitude

Is the spirit of the meeting one of doom and gloom or is the group feeling like masters of their own fate, even when times are rough?

These are just seven signs you can observe in only a few minutes that will tell you the level of trust within the group. That trust level is an accurate reflection of the caliber of the leader.

I used to tell people that I could tell the climate of an organization within 30 seconds of watching a meeting. You can actually see it in the body language of the participants. Would you agree with this assessment?

Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations. He can be reached at bwhipple@leadergrow.com or 585-392-7763.

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Ten Concrete Steps to Rebuild Trust

April 23, 2019

Several authors (including Stephen M.R. Covey) have suggested that trust between people is like a bank account. The balance is what determines the level of trust at any point in time, and it is directional.

I might trust you today more than you trust me. We make deposits and withdrawals in the trust account nearly every day with the things we say and do. Usually the deposits are made in small steps that add up to a large balance over time.

Unfortunately, withdrawals can be massive due to what I call “The Ratchet Effect.” All prior trust may be wiped out quickly. Nobody is happy when trust is lost.

I believe trust withdrawals can lead to a long term higher level of trust if they are handled well. Just as in a marriage when there is a major falling out, if the situation is handled well by both parties in a cooperative spirit, the problem can lead to an even stronger relationship in the long term.

Let’s investigate ten steps that can allow the speedy rebuilding of trust.

1. Act Swiftly

Major trust withdrawals can be devastating, and the trauma needs to be treated as quickly as possible. Just as a severe bodily injury requires immediate emergency care, so does the bleeding of emotional capital need to be stopped after a major letdown. The situation is not going to heal by itself, so both parties need to set aside normal routines in order to focus significant energy on regaining equilibrium.

2. Verify care

Both people should spend some time remembering what the relationship felt like before the problem. In most cases there is a true caring for the other person, even if it is eclipsed by the current hurt and anger. It may be a stretch for some people to mentally set aside the issue, but it would be helpful to do that, if just as an exercise.

If the problem had never happened, would these people care about each other? If one person cannot recognize at least the potential for future care, then the remedial process is blocked until that happens.

3. Establish a desire to do something about it

If reparations are to be made, both people must cooperate. If there was high value in the relationship before the breach, then it should be possible to visualize a return to the same level or higher level of trust.

It may seem out of reach if the problem was a major let down, but it is critical that both parties really want the hurt to be resolved.

4. Admit fault and accept blame

The person who made the breach needs to admit what happened to the other person. If there is total denial of what occurred, then no progress can be made. Try to do this without trying to justify the action.

Focus on what happened, even if it was an innocent gaffe. Often there is an element of fault on the part of both parties, but even if one person is the only one who did anything wrong, an understanding of fault is needed in this step.

Sometimes neither party did anything particularly wrong, but the circumstances led to trust being lost.

5. Disagree without being disagreeable

If both parties cannot agree on exactly what happened, it is not the end of trust forever.  The first rule is to disagree with a constructive spirit while assuming the best intent on the part of the other person.

Suspend judgment on culpability, if necessary, to keep the investigation on the positive side. This is a part of caring for the other person and the relationship.

6. Ask for forgiveness

It sounds so simple, but many people find it impossible to verbalize the request for forgiveness, yet a pardon is exactly what has to happen to enable the healing process.

The problem is that saying “I forgive you” is easy to say but might be hard to do when emotions are raw. True and full forgiveness is not likely to happen until the final healing process has occurred. At this point it is important to affirm that forgiveness is at least possible.

7. Determine the cause

This is a kind of investigative phase where it is important to know what happened in order to make progress. It is a challenge to remain calm and be as objective with the facts as possible.

Normally, the main emotion is one of pain, but anger will often accompany the pain. Both people need to describe what happened, because the view from one side will be significantly different from the opposite view.

Go beyond describing what happened, and discuss how you felt about what happened. Do not cut this discussion off until both parties have exhausted their descriptions of what occurred and how they felt about it.

Sometimes it helps in this stage to do some reverse role playing where each person tries to verbalize the situation from the perspective of the other.

8. Develop a positive path forward

The next step is the mutual problem solving process. Often two individuals try to do this without the preparatory work done above, which is more difficult.

The thing to ask in this phase is “what would have to happen to restore your trust in me to at least the level where it was before.” Here, some creativity can really help.

You are looking for a win-win solution where each party feels some real improvement has been made. Do not stop looking for solutions just because it is difficult to find them.

If you have gotten this far, there is going to be some set of things that can begin the healing process. Develop a path forward together. What new behaviors are you both going to exhibit with each other to start fresh.

9. Agree to take action

There needs to be a formal agreement to take corrective action. Usually this agreement requires modified behaviors on the part of both people.

Be as specific as possible about what you and the other person are going to do differently. The only way to hold each other accountable for progress is to have a clear understanding of what will be different.

10. Check back on progress

Keep verifying that the new behaviors are working and modify them, if needed, to make positive steps every day.

As the progress continues, it will start getting easier, and the momentum will increase. Make sure to smell the roses along the way. It is important to celebrate progress as it occurs, because that reinforcement will encourage continued progress.

If there is a another set-back, it is time to cycle back on the steps above and not give up on the relationship just because the healing process is a challenging one.

In many cases, it is possible to restore trust to a higher level than existed before the breach. This method is highly dependent on the sincerity with which each person really does want the benefits of a high trust relationship with the other person.

That outcome is really good news because it allows a significant trust withdrawal to become an opportunity instead of a disaster.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. 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 http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763

1 Comment | Candor creates trust, Communications, Enabling Actions, HR, leadership, Organization, Table stakes, Teamwork, Transparency, Trust, Trust and breach of trust, Trust and fear, Trust and motivation, Trust and respect | Tagged: , , , , , , , , , , , , , | Permalink
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Successful Supervisor 60 – Tips to Keep Employees from Driving Each Other Crazy

January 13, 2018

It is a peculiarity of human beings that when people work in close proximity to each other, they eventually find ways to drive each other crazy. It is often the little things that begin to annoy others, and the irritation grows over time until there is an eventual altercation.

This problem does not surface in every instance, but it is so common that supervisors need a kind of tool kit of ways to coach people so they stay out of open conflict.

In this article I will share twelve of my favorite methods of preventing interpersonal conflict from becoming a problem among coworkers. These ideas are also part of a video series I made on the topic entitled “Surviving the Corporate Jungle.” Here is a link where you can view three sample videos (just 3 minutes each) from the series of 30 videos.

Ideas You Can Teach Your Employees

Here are 12 simple ideas that can reduce the conflict between people and provide a more pleasant work environment:

1. Reverse Roles – When people take opposing sides in an argument, they become blind to the alternate way of thinking. This polarization causes people to become intransigent, and the rancor escalates. A simple fix is to get each party to verbalize the points being made by the other person.

To accomplish this, each person must truly understand the other person’s perspective, which is why the technique is effective.

2. Don’t Sweat the Small Stuff – Most of the things that drive you crazy about a co-worker are things that you won’t remember by the end of the day or certainly not later in the week.

Recognize that the things annoying you about another person are really insignificant when considering the bigger picture and the numerous things both of you have in common.

3. Live and Let Live – The other person’s personal habits are just the way he or she is built. Don’t fixate on trying to change the person to conform to what you think should happen. Focus your attention on the things you like.

4. Take a Vacation – When pressure builds up, just take a brief vacation in your mind. Close your eyes, take a deep breath, and visualize a happier place and time.

You can take a vicarious trip to the beach anytime you wish. One trick with this technique is to get as many senses involved as possible; feel the warm air on your cheek, taste the salt water on your lips, hear the gentle lapping of the waves, smell the seaweed by your feet, touch the warm sand on which you are sitting, see the beautiful sunset over the water.

5. Be Nice – Kindness begets kindness. Share a treat, say something soothing, compliment the other person, do something helpful. These things make it more difficult for the ill feelings to spread.

6. Extend Trust – Ernest Hemingway said, “The best way to find out if you can trust somebody is to trust them.” We’ll forgive the flawed grammar, since Ernest is already in the grave, and also since his meaning is powerfully true. Trust is bilateral, and you can usually increase trust by extending more of it to others. I call this “The First Law of Trust.”

7. Don’t Talk Behind their Back – When you spread gossip about people, a little of it eventually leaks back to them, and it will destroy the relationship. If there is an issue, handle it directly, just as you would have that person do with you.

8. Don’t Regress to Childish Behavior – It is easy for adults in the work setting to act like children. You can witness it every day. Get off the playground, and remember to act like an adult.

Work is not a place to have tantrums, sulk, pout, have a food fight, undermine, or any number of common tactics used by people who are short on coping mechanisms because of their immaturity.

9. Care About the Person – It is hard to be upset with someone you really care about. Recognize that the load other people carry is equal or heavier than your own.

Show empathy and try to help them in every way possible. This mindset is the route to real gratitude.

10. Listen More Than You Speak – When you are talking or otherwise expounding, it is impossible to be sensitive to the feelings of the other person. Take the time to listen to the other person. Practice reflective listening and keep the ratio of talking to listening well below 50%.

11. Create Your Development Plan – Most individuals have a long list of what other people need to do to shape up but a rather short list of the things they need to improve upon.

Make sure you identify the things in your own behavior that need to change, and you will take the focus off the shortcomings of others.

12. Follow the Golden Rule – The famous Golden Rule will cure most strife in any organization. We tend to forget to apply it to our everyday battles at work.

If you teach employees to follow these 12 simple rules, there would be a lot less conflict in the work place. It takes some effort, but it is really worth it because we spend so much time working with other people.

Following these rules also means leading by example. If just a few people in an organization model these ideas, other people will see the impact and start to abide by them as well. A big part of your role as a supervisor is to model good interpersonal behavior. That initiative can form a trend that will change an entire culture in a short period of time.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. 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 http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763

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Trust is Multi-faceted

September 5, 2016

I have been studying trust for several decades, teach it in corporate and academic settings, and have written four books on it.

Trust such a common word that it is used numerous times a day without thinking. Just listen to the advertisements on TV and you will hear the word trust in the majority of them.

Many people have a misconception about the concept of trust. They think of trust as a singular concept when the word is used in daily conversation. They picture it as a kind of bond between them and another person.

It takes on a singular connotation: either they trust another person or do not trust them at some level right now.

The way I get groups to think about trust at a deeper level is by asking them point blank what the word means. There is always a kind of pause and awkward silence for a few seconds as people try to define it.

Then, someone will offer that trust is the confidence that another person will perform in a certain way. Someone else will chime in that trust is taking a risk that they could be disappointed. A third person will add that trust is about having shared values. Then someone will add that trust is having their back or sticking up for them. Once the ball gets rolling, a group can come up with a couple dozen unique definitions of trust in about 15 minutes.

Now the group is ready to entertain the idea that trust is a multi-faceted concept that exists not only between people but with organizations, products, services, and all kinds of systems.

People get the idea that trust is ubiquitous and is all around them in every waking moment of their day. They recognize that before they get to work in the morning, they have experienced trust (usually unconsciously) several hundred times.

They walk into the bathroom and turn on the lights. They trust the whole system to provide light without thinking about where the electricity is coming from unless there is some kind of rare electrical failure.

They turn on the water and just expect potable water to come out without any problem. If it is the left faucet, they trust that the water will become warm, then hot with time.

From the time they first open their eyes until they reach the breakfast table, trust is experienced dozens of times; then things get really complicated.

At breakfast they are confident that the vitamin pill they are taking is safe even though they have no idea who made the pill and what ingredients went into it. They just swallow the pill and expect it to help.

They get into their car and turn the ignition key. Now, inside the engine, there are thousands of explosions each minute that allow the car to move while they peacefully enjoy the classical music on their favorite station and crank up the air conditioning if it is a hot day.

They have no worry when they press down on the brakes that the car will stop before hitting the truck that is stopped in front of them. They drive over numerous bridges and overpasses without blinking an eye and do not think of the consequences if the structure would become unsafe.

On and on it goes all day every day that they simply take for granted things will work as designed even though they recognize on occasion things might fail for some obscure reason.

The failures are so remote that they put them out of their mind unless something unusual is going on. Now let’s focus on how trust between people is built and lost for all of us.

In general, we all focus our conscious energy about trust on the relationships we have with other people. Often we forget about the transactional nature of trust. It is impacted by everything (seen and unseen) that happens between people.

Trust is bilateral. I trust you and you trust me at some level, and the levels are not the same. Something happens, and I may trust you more while you trust me less. The whole thing is dynamic and constant. Most of the trust interactions are going on in our subconscious minds.

Many authors, including me, have likened trust to a bank account where we have a balance, and we make deposits and withdrawals. The size of the deposit or withdrawal will vary depending on what is happening, and the transaction may be totally subconscious. We can make a huge withdrawal of trust with another person and be totally oblivious to it.

A few years ago I built a model that helps people visualize this trust account and how it works. I call it my “Trust Barometer” and show it at all my programs. People really get the message about how trust works very easily. Here is a link to a six minute video about how trust is built and lost. Take a peek at this fun description and see if it helps you picture the nature of trust in your life.

Trust is more complex and ubiquitous in our lives than we realize. Try to be more aware of this aspect of trust, and you can see it working for you more consciously on a daily basis. It is fun, and it certainly is an eye opener.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. 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 http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763

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Reducing Conflict at Work

September 26, 2015

It doesn’t take a rocket scientist to observe that people in a work setting have a remarkable ability to drive each other crazy. The same is true for our personal lives, but I want to focus on the work environment in this article.

Here are 12 simple ideas that can reduce the conflict between people and provide a more pleasant work environment:

1. Reverse Roles – When people take opposing sides in an argument, they become blind to the alternate way of thinking. This polarization causes people to become intransigent, and the rancor escalates.

A simple fix is to get each party to verbalize the points being made by the other person. To accomplish this, each person must truly understand the other person’s perspective, which is why the technique is effective.

2. Don’t Sweat the Small Stuff – Most of the things that drive you crazy about a co-worker are things that you won’t remember by the end of the day or certainly not later in the week.

Recognize that the things annoying you about another person are really insignificant when considering the bigger picture and the numerous things both of you have in common.

3. Live and Let Live – The other person’s personal habits are just the way he or she is built. Don’t fixate on trying to change the person to conform to what you think should happen. Focus your attention on the things you like to do.

4. Take a Vacation – When pressure builds up, just take a brief vacation in your mind. Close your eyes, take a deep breath, and visualize a happier place and time.

For example, you can take a vicarious trip to the beach anytime you wish. One trick with this technique is to get as many senses involved as possible;

  • feel the warm air on your cheek,
  • taste the salt water on your lips,
  • hear the gentle lapping of the waves,
  • smell the seaweed by your feet,
  • touch the warm sand on which you are sitting,
  • see the beautiful sunset over the water.

5. Be Nice – Kindness begets kindness. Share a treat, say something soothing, compliment the other person, do something helpful. These things make it more difficult for the ill feelings to spread.

6. Extend Trust – Ernest Hemingway said, “The best way to find out if you can trust somebody is to trust them.” We’ll forgive the flawed grammar, since Ernest is already in the grave, and also since his meaning is powerfully true.

Trust is bilateral, and you can usually increase trust by extending more of it to others. In my work, I call this “The First Law of Trust.”

7. Don’t Talk Behind their Back – When you spread gossip about people, a little of it eventually leaks back to them, and it will destroy the relationship. If there is an issue, handle it directly, just as you would have that person do with you.

8. Don’t Regress to Childish Behavior – It is easy for adults in the work setting to act like children. You can witness it every day. Get off the playground, and remember to act like an adult.

Work is not a place to have tantrums, sulk, pout, have a food fight, undermine, or any number of common tactics used by people who are short on coping mechanisms because of their immaturity.

9. Care About the Person – It is hard to be upset with someone you really care about. Recognize that the load other people carry is equal or heavier than your own.

Show empathy and try to help them in every way possible. This mindset is the route to real gratitude.

10. Listen More Than You Speak – When you are talking or otherwise expounding, it is impossible to be sensitive to the feelings of the other person. Take the time to listen to the other person.

Practice reflective listening and keep the ratio of talking to listening well below 50%.

11. Create Your Development Plan – Most individuals have a long list of what other people need to do to shape up but a rather short list of the things they need to improve upon. Make sure you identify the things in your own behavior that need to change, and you will take the focus off the shortcomings of others.

12. Follow the Golden Rule – The famous Golden Rule will cure most strife in any organization. We tend to forget to apply it to our everyday battles at work.

If we would all follow these 12 simple rules, there would be a lot less conflict in the work place. It takes some effort, but it is really worth it because we spend so much time working with other people.

Following these rules also means leading by example. If just a few people in an organization model these ideas, other people will see the impact and start to abide by them as well. That initiative can form a trend that will change an entire culture in a short period of time.

The above ideas are part of a set of videos for improving human interactions. The program is entitled “Surviving the Corporate Jungle.” You can view three demo videos for free by clicking on this link. http://www.avanoo.com/first3/528 Each segment is just 3 minutes in duration. If you are interested in purchasing the entire 30 video set, use promo code JUNGLE to obtain a 70% discount.

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