4 Steps Leaders Must Follow to Start the Discussion

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As I write this the U.S. government has recently gone back to work after allowing itself to be shutdown; well sort of. During that period and for the weeks after there has been no shortage of commentators to tell us whose fault all this is. After all, finger pointing is one of the oldest activities known to man. When we back away from the blame game and examine what’s really going on, we can see a clear example of something leaders must understand.

First, let’s review the program. On one side is the faction that believes the government must reduce spending and stop borrowing so much money. This side also believes that the Affordable Care Act is bad for the country.

On the other side is the faction that believes the government must continue its spending and borrowing in order to recover from recession. They also believe that the Affordable Care Act is good for the country.

For whatever reasons, both sides are quite sure of their positions and have difficulty seeing the other side. In the middle we have – nothing.

That’s where the leadership lesson lies. Everyone involved in the debate has staked out a position and has become so invested in that position that they don’t feel there’s room to maneuver. Any movement to come to terms with the other side is seen as defeat. Some have clearly stated that there is no compromise and no negotiation.

Though this is playing out and the national stage, the same type of situation probably has or will occur in your workplace. As a leader, it’s your responsibility to bring the two sides together and find the middle ground.

Here are 4 steps leaders should use to approach this sort of severe conflict.

1. Treat both sides with respect. Even if you’re violently opposed, these people believe in their position and expect you to give them a fair hearing.

2. Understand your position before you start. Seldom are we as non-partisan as we would like to believe. Chances are you will tend to lean more towards one faction. It’s important to recognize that.

3. Decide where you will not compromise. This doesn’t refer to your position but to your core values. Be clear about this up front with both sides. If you’ve been a good leader up to this point this should not be a surprise to anyone.

4. Here’s the hard part. Remember that you occupy your leadership position for the good of the organization, not for the good of you. That means you must weigh both sides of the argument fairly, even if it means that a previous decision or action on your part must be re-evaluated.

When properly managed, disagreement and conflict are not necessarily bad. There’s an old saying that when two people always agree, one of them isn’t necessary. It’s from disagreement and conflict that great ideas are born and progress is made. Oddly enough, a government can endure a “shutdown” for a period of time with little impact. Your company cannot. Even though it isn’t easy and can be personally painful, as a leader you must be a fair arbiter of disagreement and conflict. Only then will you reap their rewards.