1. Assess Issues
Trees that look small when seen from far distance can be the biggest tree in the forest
- The same principle applies to issues, some may look small and trivial but actually are very big and serious hence it becomes important to assess any issue you see, assessing issues in their early stage can help you solve problems before them actually becoming a problem. Assess issues by being a active listener and assertive.
2. Open Dialogue
Even a war can be put to an end if people on both side can talk their heart to each other.
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After having an idea what might be the problem the next best step is to take action,
Words are nothing without the power and guts of taking action
Start by having a open dialog with everyone affected by the issue and if possible first talk to them separately and use your active listening to listen to every thing they might have to say and provide a honest feedback on their thoughts and after having a one-on-one conversations with them arrange a meeting with everyone where you can discuss what's the root of the issue and how you can solve it as a team.
This is a lot of work but remember
Those who do not laze to lead, lead to greatness
Top comments (3)
Please provide your feedback in the comments and help me improve and progress 😊.
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So true! Heartfelt sharing can be powerful. But as an occasional leader, have plaintively asked on previous occasions - what's the real problem, here?
Silence.
In an office or really any environment, finding out the so-called 'real problems' within collegial conflicts is ..well, awkward. After a silence, suggest stepping back with :
Is this one issue, a chain of issues, or a mix of issues?
More awkward silence, looks, uncomfortable body language, maybe an attempt or two at explaining, but both at the same time, so they stop, even more awkwardly. Time to step back again - and if you're all in the same room then literally take a step or two back to provide visual 'distance'. Say something like this :
_Okay, so obviously there's some challenges facing us here, can we start eliminating areas of concern, for example is this issue based on differences of opinion on the best way forward with regards to issues such as
one - technical eg software
two - procedure eg ethics
_
Still silence?
Phew, tough crowd.
Carry on then :
three - communications eg chain of command
four - relationships, eg unrelated to work
Silence.
Or? Is it? Collegial, eg there is something that happened that lowers your confidence around the direction that we're taking?
Silence.
Right, so before we end up here, let's have a go at finding any small part of the different challenges that we can start on. What's one thing - anything - anyone is comfortable suggesting as a solution here? Take a moment. Breath everyone. Remember? We're all on the same side, and can speak from the heart, even if your voice shakes.
Silence.
_No? We can be off-the-record here, for the purposes of solutions. Otherwise? We have to start putting things in writing and that means it's definitely on-the-record. Meanwhile, if anyone thinks this issue needs confidential debrief then let me know. _
Silence.
If? As a leader you've got this far and still only staff silence?
Alarm-bells should be ringing, loud !
To conclude, why go to all this trouble?
If no one wants to talk, then why not just shout, slam the table, and swear at them to fix it themselves?
As a journalist? I hope you do!
These ideas ^ are all off the top of the head, based roughly on reporting decades of work conflict, symptoms of which include everything from?
No-name news tips, to document dumps
and other leaks _lol _
In other words, sources who make news possible.
Usually thanks to leaders berating staff for bringing up problems, let alone a "real problem", leaders surrounding themselves with yes-men, strong leaders that rule with an iron fist and misrule in a gloved hand, hiding abuse, harassment, fraud, incompetence, injustice, and corruption.
Or, alternatively, leaders who are awkward, and/or loath conflict.
Sometimes, or all the time.
A silent majority.
If in the silent majority, accept conflict is normal and that there are less awkward ways eg via chat to discuss solutions to difficult challenges.
But?
Take the time.
Talk with colleagues, staff.
Even - especially - when awkward.
If face-to-face is tooooo awkward, then via chat.
Individually at first, if needed, then live group.
Breath.
A lot.
Oh, and as for any leader abusing power?
Us journos love ya, good luck mate
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You explained the "real-problem" problem very well. 😊