How to resolve constant conflicts with another manager?
26 January 2009
Read by 4234 persons
I have an administrative problem with another manager in the company. We are at the same hierarchical level and this is not the first time this has happened. How should I approach this sensitive topic with him?
Work requires constant adjustments with colleagues and collaborators. Generally, this is done through open, simple and positive discussions. In fact, most of the time things are resolved quite quickly.
But sometimes the situation becomes a little more complicated and it is necessary to set things straight. Generally, we postpone these difficult discussions, we think about it and think about it again. We run through the scenario in our heads, our arguments, the possible questions, etc. We postpone this moment, we even try to avoid it by saying that time will fix things. Which is unfortunately rarely the case. One day or another we have to face the situation. My first advice is to prepare and face it as soon as possible to avoid an escalation of the problem and an escalation of the remarks that could be made.
9 practical tips
Of course, it's not easy and not very pleasant. But one thing is for sure, don't wait for it to be easy or nice, it never will be. So you have to face the situation, here are some elements of strategy:
1. Don't storm into your colleague's office, you'll only add fuel to the fire and vent, but nothing will be resolved.
2. Let your colleague know that you want to talk to him about a point to adjust between the two of you. Ask him if it's a good time.
3. Take the time to make it clear that this is not a whim, a personal issue, but an organizational problem.
4. Explain that you want to talk about a sensitive point and that your goal is to resolve the situation in a positive climate and in a "win-win" way.
5. Be careful not to exaggerate the problem simply to give yourself more assurance and legitimacy. Avoid words like: always, never, every time, etc.
6. Don't beat around the bush, be simple and name things as they are: "Jacques, I want to talk to you about a situation that needs to be resolved to make our work easier".
7. Listen, you asked for this meeting to solve the problem and not just to be heard.
8. Show that if you are talking about this problem it is to improve your relationship with this colleague and also the efficiency of your reciprocal work.
9. Build a clear understanding and seek a concrete agreement, you can also mention that it would be good to talk about the situation again if things don't go as planned.
How do you know if it's a difficult conversation? It's quite simple: if you want to avoid it, it's because you're facing a difficult conversation to have. However, even if the conversation may be difficult, don't lose sight of the fact that you will reach an agreement. Take the time to have this conversation, I guarantee you it's worth more than letting the situation deteriorate.
All this must be done with respect for people. I regularly use this principle: "you have to be hard on problems, but gentle with people."
Posted on March 16, 2009
lexpansion.com
Work requires constant adjustments with colleagues and collaborators. Generally, this is done through open, simple and positive discussions. In fact, most of the time things are resolved quite quickly.
But sometimes the situation becomes a little more complicated and it is necessary to set things straight. Generally, we postpone these difficult discussions, we think about it and think about it again. We run through the scenario in our heads, our arguments, the possible questions, etc. We postpone this moment, we even try to avoid it by saying that time will fix things. Which is unfortunately rarely the case. One day or another we have to face the situation. My first advice is to prepare and face it as soon as possible to avoid an escalation of the problem and an escalation of the remarks that could be made.
9 practical tips
Of course, it's not easy and not very pleasant. But one thing is for sure, don't wait for it to be easy or nice, it never will be. So you have to face the situation, here are some elements of strategy:
1. Don't storm into your colleague's office, you'll only add fuel to the fire and vent, but nothing will be resolved.
2. Let your colleague know that you want to talk to him about a point to adjust between the two of you. Ask him if it's a good time.
3. Take the time to make it clear that this is not a whim, a personal issue, but an organizational problem.
4. Explain that you want to talk about a sensitive point and that your goal is to resolve the situation in a positive climate and in a "win-win" way.
5. Be careful not to exaggerate the problem simply to give yourself more assurance and legitimacy. Avoid words like: always, never, every time, etc.
6. Don't beat around the bush, be simple and name things as they are: "Jacques, I want to talk to you about a situation that needs to be resolved to make our work easier".
7. Listen, you asked for this meeting to solve the problem and not just to be heard.
8. Show that if you are talking about this problem it is to improve your relationship with this colleague and also the efficiency of your reciprocal work.
9. Build a clear understanding and seek a concrete agreement, you can also mention that it would be good to talk about the situation again if things don't go as planned.
How do you know if it's a difficult conversation? It's quite simple: if you want to avoid it, it's because you're facing a difficult conversation to have. However, even if the conversation may be difficult, don't lose sight of the fact that you will reach an agreement. Take the time to have this conversation, I guarantee you it's worth more than letting the situation deteriorate.
All this must be done with respect for people. I regularly use this principle: "you have to be hard on problems, but gentle with people."
Posted on March 16, 2009
lexpansion.com
