It only makes sense. Teams in conflict hurt not only their performance but cause a ripple effect in a company and with everyone they touch.
I’ve developed a completely new process that flips the workplace conflict resolution process. It takes me 50% less time than other companies who do this. How do I know? Many times, I’m not the first company they have brought in.
Here’s a snippet:
“Be willing to apologize. Each party will have their own share in creating, fostering, or engaging in the conflict. “Most people don’t apologize during workplace conflicts. That hurts the relationship and things never get resolved,” says Jason Treu, author of Social Wealth and host of the Executive Breakthroughs Podcast. Just remember that “I’m sorry you’re upset” is not an apology.”
A major shift in companies for performance reviews is that TEAMWORK is often more important than individual contribution. This makes sense because individual performance reviews are very backward. None of us can function alone. Every person is dependent on others. It’s the way we work with others both within and outside the company that defines our career success. It makes zero sense if you help others make their quota or hit their KPIs, and then get a poor performance review if you don’t hit yours?
Research shows that organizations that include team, project, group, department or organizational objectives in their performance reviews significantly outperform those that only focus on individuals.
In today’s interconnected work world, we have to incent, promote and reward people for their teamwork, collective/enterprise-wide problem-solving, and willingness to take the time to help others. If not, it breeds siloed thinking and behaviors, which doesn’t help anyone.
The whole performance review process needs to be turned on its head. This one reason.
Frank Agin, founder and president of AmSpirit Business Connections and host of Networking Rx, interviews Jason Treu (@jasontreu), a culture change and engagement expert for executives, managers, employees, and business owners and the best-selling author of Social Wealth: How To Build Extraordinary Relationships, which has sold more than 60,000 copies.
It’s not enough to just create company values or to post them on social media. For the values to have any meaning you must educate your employees and teams on what those values look like behaviorally and integrate them into every process – hiring, onboarding, career paths, compensation, etc.
Unless you put “teeth” behind the behaviors that support and advance they’re just empty “words” on the website.