How to conclude Office Disputes With a Big Baby

Managers - How to conclude Office Disputes With a Big Baby

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How many times have you been called upon to determine disputes in the middle of managers or employees and find yourself wanting to say: "The question is you are a big baby. Grow up. Act like an adult."

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Managers

It's a real problem: agreeing to the American management Association, 20 percent of time at work is spent dealing with such disputes.

The real problem, agreeing to one senior vice president who resolves such disputes on a regular basis, is that most population who complain about others are not willing to work at making the business relationship more effective. The most base problems we see in these situations are:

o Clashing communication Styles. Some leaders like to be interactive while others just want to show you they can, you know, divulge to what you are saying. Others express all and feel your pain. Many analyze disputes to the polar cap and back.
o Poor Listening Skills. How does a uncomplicated miscommunication turn into a formal complaint alleging harassment? Poor listening skills probably sped up the process considerably.
o Failure to take Responsibility. Face it: when confronted with a situation where their behavior has been possibly less than stellar, many employees will do whatever to point that gun elsewhere. Some even lie in a misguided effort to save face.
o A Lack of Humility. There is a calculate we respect leaders who walk the work floor and can divulge as a matter of fact with everyone. They are one of us; and we are on their team. If those involved in the dispute are big on emotion but vague on facts they probably lack any knowledge of internal customer aid and may need training.

When good leaders inspect a communication question they all the time look at themselves first. Have your dueling employees conduct a accepted divulge of their communication styles and listening abilities. Remind them as leaders--and employees responsible for internal customer service--they must first look at what the other man needs. It's not about them. It's about the other person.

Ask them if every time they talk they the other man to place bricks in their wall or take them down? And yes, it's okay for leadership to interrogate better. Why tolerate such behavior at work when you wouldn't let your kid get away with it at home?

Now you can say it: "Grow up. Act like an adult. And get back to work."

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