When we are faced with life’s experiences, often people bring us conditions we do not like. We may view these as challenges or obstacles. This can become controversial within a business environment leading to conflict and discourse among those seeking solutions or resolution.
As a high achiever, visionary, or thought-leader, you may struggle with how to create a positive result from what may seem to be an impossible impasse of contention.
Quality leadership comes from collective effectiveness, which determines a collective intelligence based on internal connection to what you will tolerate.
This requires many facets of human thinking and behaviors:
Foundation of strength
High-quality decision making
The ability to identify what you will tolerate and what kind of environment you desire to create depends on the quality of your interaction, communication, honesty, and trust. As a leader, you should be seen as being clear, direct, fair, and compassionate when faced with difficulties.
Having a clear understanding of how to approach conflict resolution, you, as the go-to person, are responsible for defining what you will tolerate. Take each of the points listed and define them for yourself.
Clarity: Are you clear in your communication? Do others know what is expected of them and are they empowered to fulfill their job responsibilities? Have you given them ways to approach you in times of crisis or challenges so that it is not drama prone; rather it is solution based?
Integrity: Do you lead with credibility and sincerity in helping those you lead or those in your experience to be the best they can be? Check the way you speak to others, is it inspiring, demeaning or commanding?
Truth: The interesting thing about truth is we often tell half-truths, false truths and twisted truths. Raise your awareness of both your truths and others. Start to recognize when you stray away from your true truths and practice speaking from truths. Regarding those you lead, encourage them to speak truths, eliminating any fears of having a voice.