One of the most valuable tools in resolving conflict is a strong understanding of what actually causes conflict to begin with. There are three main categories of conflict you need to keep in mind.

When two or more individuals are involved it is known as an interpersonal conflict. Individuals may have distinct personalities, attitudes, and goals that just don’t blend together well. Everyone forms individual perceptions about their values and workplace goals, and it is not uncommon for these differing ideas to cause tension.

On the other hand, you may find that the conflict within your organisation is between two distinct groups, causing an intergroup conflict. For example, in an automobile dealership there may be tension between the finance department and the sales department. The sales department may feel as though the finance team isn’t working hard enough to approve loans so that they can make sales. The finance team will, in turn, feel as though the sales department doesn’t understand how difficult financing is in today’s economy.

The last type of conflict we’ll discuss today occurs when your organisation as a whole disagrees with the environment (aka, another organisation or entity). This can occur when one business feels as though the other stole a valued trademark or idea. On the other hand, the public may boycott an organisation or product due to what they feel were bad business decisions.

Understanding how conflict is caused will enable you to quickly identify what steps need to be taken when you are forming a plan for conflict resolution. Conflicts need to be resolved as soon as possible in order to keep your workplace running smoothly and efficiently.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”

Today we’ll continue our exploration of the various types of management models. I find the GROW Coaching Model to be an excellent way for managers and leaders to coach their team members as they work towards success.

The GROW Coaching Model, in short, entails the following components:

G – Goal – As in, determining what your team members actual goals are going to be. They can be short term goals, long term goals, or a combination of the two. As with all goals, it needs to be realistic, specifically detailed, and something that can be measured for progress.

R – Current Reality – Where a person believes himself to be in the present will have a significant impact on his ability to grow in the future. If he already believes he is proficient at a task, he may not try to grow. Someone who isn’t sure of his stance on a position now will have problems solving future dilemmas. Help your team members to understand what is currently happening in their lives so that they can form a baseboard from which they can grow.

O – Options – Once you’ve determined your goal (identifying the need to solve a problem) and examined the current reality, you should spend some time identifying the different methods, or options, for solving the problem at hand. Your team members need to have ideas of their own, so let them guide this conversation and offer your own suggestions only if you feel as though you aren’t making progress.

W – Will – Does your team member have the willpower, or the desire, to make a change and choose one of the options you’ve outlined? Spend some time outlining exactly what needs to be done, how it will be done, and when.

Taking control of a situation and using it to help your employees understand exactly what they need to do in order to continue to grow will not only enhance your leadership skills, but it will show your team members that you care about their success.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”

As a manager you’ll have many challenges to face. The most important of these challenges is going to be in developing a series of time management techniques that enable you to keep track of all of your projects and responsibilities without letting anything slip through the cracks.

I have found over the years that there are a few tools that have had a significant impact on my time management skills. Hopefully you can gain some benefit from these tools and tricks as well.

Calendars. If you don’t have a calendar, you need to get one. You can purchase a planner at your local office supply store or even search the internet for a free calendar program. Use the calendar to schedule meetings, reviews, and important deadlines. It’s imperative that you are able to take little more than a glance at your calendar to see what events you have coming up.

Keep track of your contacts. As a manager you’ll likely need to get in touch with your employees, clients, members of upper management, and the various vendors you deal with as you accomplish your day to day tasks. While a rolodex is useful, it’s slightly outdated. Utilize the contacts section of your email database or simply invest in a contact management program that will allow you to store information and make valuable notes about everyone you deal with on a daily basis.

To-do lists are essential to time management. Each evening make a list of the tasks you need to accomplish the following day and make sure those things stay at the forefront. You can do this by scribbling your list on a napkin or post-it note – or by investing in a virtual program that allows you to manage your list on the computer.

Find a way to manage your projects. Every project you are working on has its own set of deadlines and goals. Set up separate files for each project you have and make a to-do list for each one. You can do this on paper, in your favorite office program, or by utilizing a formal project management software program that allows you to store files and lists for each project.

Having a firm grasp on your overall schedule, daily tasks, contacts, and projects will allow you to form an effective personal time management system. Do you have any favorite time management tools you already implement?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”

Often times a project will be presented to you when it is in the “infancy stages.” In other words, you’re given an idea or a concept but you are expected to make a plan and implement it on your own. Knowing how the project cycle works will aid you in developing a plan for your project. Simply model your plan in the following format and you’ll be well on your way:

1. Identify the actual problem the project needs to solve. Have a meeting with your team and brainstorm for ideas on how the project should be handled. This is a great time to discuss your main objective, the risks associated with each alternative, and the time frame you are working within.

2. Preparation involves formalizing a plan, perhaps even sending it back to upper management for approval before you can begin to implement it. You’ll put the exact details of your plan in writing so that you have a formal document to work from.

3. Implement and supervise the implementation of the plan. Assign members of your team to perform specific tasks, monitor their progress and efficiency; and pay attention to the overall effectiveness of the plan you have developed.

4. Complete the project and summarize the end results in a report you can submit to management. Depending on the scope of your project, this may mean turning in the actual project or merely putting together a project summary report detailing the outcomes.

5. Evaluate the end results. Did the project cycle plan you implemented allow you to achieve your goals? Do you need to make changes to the process for future projects? The evaluation process enables you and your team to determine what changes need to be made in order to ensure the success of future projects.

Following a set model will give you the ability to control the project while at the same time exercising your communication and decision making skills as you work with your team. Plug your next task into the project cycle and let us know how it turns out.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”

Let’s start the week off with a quick exercise. Now that you recognize that making a decision is not a simple one-two process, you’ll need to formulate a personal plan for handling the major decisions that will come across your desk from time to time. What would you do in the following situations?

- There was a major fire at one of your company’s international plants. The fire was caused by negligence on the part of a group of employees and there was at least one death along with several injuries. The fire damaged surrounding businesses and the cleanup will likely take at least 6 months. Your manager has asked you to write a press release expressing apologies, sympathy for the families of those who were lost, and well-wishes for those who are injured. He knows the press will begin to question you and has indicated you should tell them that cleanup will take no more than 3-4 weeks! You know this is something the public would like to hear, but that the information is incorrect. How will you handle the situation?

- The troubled economy is having a negative impact on your business and sales are down. You’re going to have to let one of your employees go in order to cut back on costs, but both of the employees in question are struggling to get by. You know that one has a medical condition and needs to pay for extra health care, but you know that the other is a single parent with a young child at home. Which one will you lay off?

These are difficult decisions and both will take bit of thought. Are they programmed or nonprogrammed? Are you making the decision based on your personal beliefs, or are you looking at the whole picture and making an ethical decision?

Good luck!

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”