Understanding and applying the strengths framework can transform how teams handle disagreements, fostering a more harmonious and productive work environment.
Conflict in the workplace is inevitable, but it’s our reaction to it as leaders that determines the impact on our teams and on individual employees. When navigated thoughtfully with a strengths-based mindset and emotionally intelligent communication patterns, conflict can lead to growth, innovation, and stronger relationships. This is especially true when conflict resolution leverages the unique strengths of each team member.
Every individual possesses a unique combination of strengths that shape how they perceive and respond to situations, including conflict. We can bundle strengths together by their primary motivational drivers: executing, influencing, relationship building, and strategic thinking. By learning our team members’ innate drivers or “bundles or strengths,” we can then set our team up for success when handling workplace misunderstandings.
As a Gallup article on resolving conflict with CliftonStrengths noted, “An effective conflict resolution strategy creates tighter collaboration and a more cohesive team. Ineffective strategies paper over serious problems and nourish distrust.”
As leaders, if we can better understand the motivations behind different perspectives and behaviors that arise during conflicts, then we can develop strategies unique to the strengths present within our teams to ultimately build greater cohesion and trust. We can also identify potential blind spots or over-extensions of our strengths that might exacerbate conflicts.
Strengths Are To Teams As Love Languages Are To Relationships
It’s a bit like love languages. If I’m expressing my love for you in a way that only works for me, you might interpret my actions as anything other than loving. That can lead to feelings of resentment, irritation, and not being valued. By understanding the other person’s language, you can express your feelings in a way that resonates for them. Some might ask why should you want to adapt your style at all? Because you love them! You want them to know and to feel it.
The same thing goes with teams. We want to grow together for precisely that same core reason – we are a team. We need each person fully contributing in order to meet our goals. We want each person to feel valued for what they bring. So for that reason, we should all want to better understand what each of us needs to stay in that productive and engaged sweet spot.
Getting to the Root of the Conflict
One of my clients, a Director for a large state agency, was frustrated with one of her direct reports. Although this employee was technically getting the job done, his methods were a constant source of irritation to her – to the point that she questioned her ability to continue working with him and his long-term success at the agency. She reached the point where she dreaded every interaction. There was conflict simmering just under the surface. Everyone was tense.
To understand the challenge and grasp the core of the problem, I worked with each of them individually to gain a clear picture of the situation from both sides. A thorough analysis of each person’s strengths led to discovering the root problem: clashing communication styles.
The Director had a matter-of-fact style and responded best to scheduled meetings, detailed agendas, well-thought-through proposals, and complete work. Her strengths were executing themes. She preferred structure, processes, and ideas ready for implementation. It drained her to be roped into endless ideas without clear next steps, and more and more she felt like the employee had no idea what he was doing.
The employee, on the other hand, had a creative and spontaneous communication style. He liked to brainstorm with others rather than work independently, and he presented many different ideas as possibilities. He led with thinking and relationship themes, and much preferred iterative, collaborative work. The more ideas the better in his mind, but he felt like the Director was an eternal wet blanket, never expressing enthusiasm for what could be. He felt overly stifled by rigid processes and that his contributions weren’t valued.
Coaching helped them understand and respect the other’s communication styles and differing strengths, which allowed them to build an improved working relationship and navigate conflict. They were able to develop an appreciation for how they each preferred to receive information. The Director adjusted her management style to express appreciation, clearly explain her own preferences for complete work, and she found a thought partner for the employee so he could brainstorm – just without her. The employee appreciated the thought partner and adjusted how he presented ideas and work products (moving toward fully baked solutions instead of intangible ideas). The outcome was even better than expected as relationships and productivity of the entire department improved.
The Power of Valuing Employees’ Strengths
According to Gallup research, employees who use their strengths in their work are six times more likely to be engaged than those who don’t. And that’s not just fluff – those employees are also nearly 8% more productive in their roles and strengths-based teams are 12.5% more productive.
Each person on a team has value. Our job as leaders is to help teammates understand how they contribute to the bigger picture and specifically how their contributions help us meet our business goals. Identifying strengths help us explain style and motivation differences, and knowing those, we can consciously work to create an environment that strives to position each person at their best.
Support Your Organization’s Conflict Resolution Approach
Churchill Leadership Group coaches are certified and highly experienced in delivering strengths-accelerated learning journeys with customized coaching solutions to help your organization achieve peak performance and navigate conflict. Contact us to learn more about partnering with a Churchill coach.
AUTHOR BIO
TyAnn Osborn has spent her career enabling business leaders, managers, and employees to improve their performance and effectiveness through innovative professional development and strategic talent solutions. She became one of the world’s first certified Gallup Strengths® coaches to enable others to harness their strengths to succeed at work and win at life. Prior to becoming a coach, TyAnn was the Global Director of Human Resources for the Michael & Susan Dell Foundation, an organization with a $5B+ endowment dedicated to improving the lives of children in urban poverty. She has also held executive and global leadership positions for Dell and PepsiCo Food Services. TyAnn has a BBA in Economics and Management from Baylor University and an MBA from St. Edward’s University.
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