Master Confrontation

Leadership & Management Career Coach, Introvert Whisperer

If you’re a leader or intend to be, you will have to do things to step out of your comfort zone. It’s part of the job.

Confronting peers, subordinates and even the boss (at times) when results aren’t matching plan expectations must take place to steer things back to where they need to be. If you avoid it, you are knowingly allowing the business to drive over the metaphorical cliff. It’s a poor business practice.

Granted confrontation feels so uncomfortable that the majority of people avoid it altogether. Of course, we know stories of the ugly side of confrontation when a leader has allowed the situation to fester to an ugly, emotional rampage. Even though this type of tirade may make the point for course correction, it’s damaging and dysfunctional. No one wins.

What’s the solution? Read more…

How to Confront Conflict in the Workplace by Dennis McCafferty

posted 11-16-2015


How to confront conflict in the workplace: CIOs and other managers too often focus on the personalities involved with a dispute instead of root causes, research shows.

When problems are dismissed or ignored, they fester and grow into bigger problems.

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It’s difficult to manage a conflict-free office: Strained relationships among employees account for no less than three out of five difficulties within organizations, research shows. Meanwhile, 43% of non-management workers feel that their bosses do not deal with conflict as well as they should. In covering this topic, the recent book, The Essential Workplace Conflict Handbook: A Quick and Handy Resource for Any Manager, Team Leader, HR Professional, or Anyone Who Wants to Resolve Disputes and Increase Productivity (Career Press/available now), defines the common sources of morale-sapping acrimony while providing best practices in addressing these disputes. Authors Barbara Mitchell and Cornelia Gamlem reveal that CIOs and other managers too often focus on the personalities involved with a situation instead of root causes. They also must understand that their personal approach in dealing with an issue weighs greatly in “making it go away”—or creating even larger problems. The following “conflict myths” and best practices are adapted from the book. Mitchell and Gamlem are HR consultants and co-authors of The Big Book of HR. – See more at: