Page 165 - How Great Leaders Build Abundant Organizations That Win

THE WHY OF WORK

easy to fall into shouting, blaming, and seeing only one side
of an issue. Leaders manage conflict by inviting the parties
into a dialogue where they seek to understand and verbal-
ize the other’s point of view until each can state the other
person’s position as well as the person presenting it. If clear
understanding does not lead to compromise, leaders may
need to make a decision, acknowledging that it may not
equally please each side of the conflict. Win-win decision
making requires understanding and buy-in, not agreement
with all aspects of the resolution.
Setting the stage for organization-wide or individual
conflict resolution means that leaders learn how to disagree
without being disagreeable, accept tension without fostering
contention, and allow differences while seeking common
ground. When differences can be exposed and discussed,
organizations have a more positive work environment
because people feel safe disagreeing.

10. Attitude Toward Physical Space:
Haphazard Versus Chosen

Take a quick look at your physical surroundings at work.
What do they communicate about your leadership style and
your company’s culture? A telling example of work space
sending a message is the boardroom set of the television show
“The Apprentice.” In each episode, contestants for a high-
powered apprenticeship perform work tasks and then gather
in the boardroom to meet the boss. During the boardroom
showdown one of the contestants is “fired.” The boardroom
is dark, with no visible windows, no personal effects on the
walls or table, and colors that communicate wealth and

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