Leadership Blog
United Way would like to show our appreciation for our company sponsors, donors, employee campaign managers, volunteers, and advocates. As a thank you for their support, below are articles from Through Eagles Eyes, written by Diane Winn and Tom Searcy, which will be posted monthly. These inspirational articles will discuss today's management and leadership hot topics.
Diane Winn and Thomas Searcy co-founded Through Eagles Eyes, Inc. in 2006. Through Eagles Eyes, Inc. is a talent management organization. It works with medium sized companies to drive profit growth through their people development. Improved productivity throughout an organization is its goal. Both Diane and Tom have extensive background in the financial consulting field (over 50 years combined) which gave them extensive experience in understanding the challenges business leaders face, as well as gaining expertise in coaching them through those challenges. Diane is a Professional Certified Coach, one of only a few in Indiana, and Tom is certified in neuro-linguistic programming, the basic science of communication that forms the basis for coaching practice. Also, Eagle Eyes' ability to support performance excellence for its clients took a giant step forward with its alliance with Kerry Garman, SPHR, a highly skilled professional in training, coaching and organizational development.
Visit www.througheagleseyes.com to learn more about how Eagles Eyes can help your organization.
June 2011
When we meet with a prospective business client, our first question is always, “What is the single most vexing problem you face day-to-day in your organization?” At least 80% of the time, the answer is “communication issues”. As we dig deeper, “communication issues” is a euphemism for workplace conflict, marginal productivity and low levels of employee engagement.
Personalities and behaviors are complex, because each person brings their own past experiences, prejudices, beliefs and judgments to the workplace. Added to these differences are the unique personality and behavioral styles that define us as individuals. Is it surprising that these differences can often lead to conflicts between coworkers?
Diversity, disagreements and spirited debate are actually necessary ingredients in a highly effective work environment, but too much of it can be ruinous. Even if you wanted, there is no way to ever fully eliminate differences of opinion that occur, especially within a highly intelligent and creative team.
Highly respected Harvard Education Professor Howard Gardner once said, “Most communication problems at their root are emotional problems.” Most people resist correcting these issues because they aren’t remotely aware they have these problems in the first place. Once they receive proper training regarding interpersonal and intrapersonal awareness, most are astonished this has been happening all around them and completely outside of their awareness. And once this threshold of understanding is reached, the communication issues tend to be easily resolved.
Now we come to the sixty-four dollar question. “How do we effectively foster productive disagreement while minimizing the toxic effects of petty organizational politics?” The answer is straightforward and effective.
First, you make sure you are hiring an employee who has the interest, the skills and the behaviors to provide a complimentary match to the team with whom he or she will be working. Using valid and reliable job matching assessments, including resume’ and background checks couple with skilled interview techniques are essential. This can be a time-consuming process, but the cost savings andproductivity enhancing benefits of avoiding costly hiring mistakes can’t be over emphasized.
Next, organizations determined to reach the highest levels of profitability provide extensive training in communication and conflict resolution for all employees. Even a few “bad apples” can compromise productivity within an organization, and conflicts that are not addressed between employees can cause lasting friction within a team. Chronic troublemakers must receive successful remedial support. Failing that, they must be moved quickly and compassionately out of the organization.
As a final caution, don’t think we are suggesting that an organization with a strongly conflict- averse workforce is necessarily going to be the most productive and profitable. Having capable and intelligent employees with diverse and strongly held professional opinions and who are willing to argue for their position has proven essential if organizations are to be great. Once a decision has been made, it is equally important that every employee then come together in total support of the direction adopted by the team.
Many successful organizations will actually hire employees to increase the level of productive conflict to assure intelligent and widely varied discussion takes place regarding the most important issues all successful organizations face.
Striking the right balance for productive employee discourse cannot be achieved with a haphazard or inconsistent approach. Nothing is as strongly held as a perspective or belief, and remolding them within a company culture requires great skill and great patience. The result is worth the effort, for out of such determination emerges the very best companies we find anywhere
Tom Searcy and Diane Winn, PCC
Through Eagles Eyes, Inc.
Kerry L. Garman SPHR
Paragon People Solutions
