AVOIDANCE

Although it is a natural reaction to avoid others when we do not know what to say or do, it is in the best interest of everyone involved, including the company, to address the issue head-on. Avoidance is never the answer.

Reasons leaders avoid:

1.   Prefer to be perceived as nice, are a people-pleaser, or have a need for acceptance.

2.   Lack of confidence and skills.

3.   Anxiety and fear about being confrontational.

Now, more so than ever, leaders must respond to members on their staff and peers when issues and conflicts arise. The cost associated with avoidance is tremendous and can be seen in strained communication, lack of respect and confidence, loss of productivity, lack of trust, and high turnover. 

Today’s leaders must learn to address and overcome their conflict-avoidant tendencies to be the leaders their organization, peers, team members, and others expect of them. Good judgment and appropriate action to address issues when warranted are characteristics of a great leader. 

Great leaders implement the following:

1.   Make it a practice to address issues head on. State the facts, ask questions, and keep probing until you can be closer to a resolution.

2.   State that they want to understand what is going on and ask how they can help.

3.   Listen to what is being said and what isn’t being said, check out the body language.

4.   Give their staff members a chance to get to know them, develop familiarity and become more comfortable having difficult conversations. 

5.   Schedule weekly one-on-one meetings where both the leader and the staff member can have regular, authentic conversations.

6.     Have “coaching” conversations where more asking vs telling occurs.  

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