A study shows that conflicts reduce productivity Companys by 25 percent. The top priority of a leader should therefore be to create a conflict-free environment in which the team members can work in the best possible way.

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The boss is in demand

As the Executive in the morning Office comes, he notices immediately: The climate is icy - and that's not because of the cold season. His Employees sit motionless at their computers. Except for a grumpy "morning" nobody says anything. “Phew, the air here is thick again.

Well, they should sort that out among themselves,” the boss thinks and closes fast his office door behind him. This is how many behave Executives: They consciously avoid conflicts – and thus waste enormous development potential. What is needed in such cases are the four conflict resolutionCompetencies Self-reflection, empathy, impulse control and the ability to meta-communicate.

Competence 1: Self-Reflection - Who am I?

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If you People lead, you should be able to reflect on your own thinking, acting and feeling. It's the only way you can understand why you're behaving the way you're behaving and how it's likely to make others feel.

Through our capacity for self-reflection, we have the opportunity to imaginatively set aside and question the way we analyze and evaluate how we behave in certain situations. Only when we consider how we see ourselves and others, can we recognize the underlying causes and potentials of conflict.

Competence 2: Empathy - How are the others?

Knowing your own inner attitude is the prerequisite for empathizing with other people. To do this, executives need empathy - the ability to perceive, understand, and respond appropriately to each other's sensations, thoughts, motives, and individual personality traits.

When leaders try to really understand others in conflict situations ("What exactly is that Problem and how can we solve it?”) and not in your own emotions, solutions or beliefs (“Why are they making such a fuss?”), then many conflicts can be nipped in the bud.

Competence 3: Impulse Control - How do I want to act?

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"Our Behavior is derived from our decisions, not from the given conditions.” With this statement, management thinker Stephen R. Covey put it in a nutshell: We are not at the mercy of our inner impulses.

Lifestyle habits and behavioral patterns are in our cognitive networks fixed, but can be changed in learning and practice processes. Proactivity is the magic word here. Proactive leaders focus on their sphere of influence. They take the initiative, question moods. In this way, they improve processes instead of giving in to their impulses and passively submitting to the circumstances.

Competence 4: Metacommunication - What Should We Talk About?

Metacommunication is the "Communication about communication and cooperation”. In conflicts, substantive issues are rarely in the foreground, but more often the way of working together. As a manager, it is your job to lead or moderate conflict discussions.

Dealing aggressively with conflicts leads to clarity in structures and Tasks. The cooperation is more effective and the Motivation im Team shall sustained increased. Last but not least, the relationships between managers and employees develop positively because everyone can trust that even difficult things can be discussed and clarified in the end.

Conclusion: You can learn to handle conflicts properly

Conflicts are important. They get things moving and, ideally, people get back together Conversation.

Ability to act as a leader successfully Dealing with conflicts is a long process that does not end overnight. Take the opportunity to optimize your conflict resolution skills every day. The book "Resolving conflicts is a matter for the boss" will help you with this.


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