"Managing Conflict Is Essential For Increasing Productivity "
Conflict in every sales department is a painful reality. It ultimately causes problems for everyone concerned, and often leaves Sales Managers dealing with disharmony among individual salespeople. Many conflicts develop from a lack or a misunderstanding of specifics, like the appearance of looking busy versus being effective, or even job dissatisfaction.
The conflicts that require immediate attention are the ones that disrupt normal routines, or pose threats to others. The degree to which specific conflicts are tolerated before addressing them must be weighed carefully. Often Sales Managers fail to see the necessity of intervening between two or more salespeople, unless it expands to others and continues for more than several days. Always acknowledge every situation that produces any level of conflict with individuals and as a dealership whole. Taking the attitude "It doesn't really matter to me" attitude only adds fuel to the conflict fire. Any disharmony or discord can erupt into an out-of-control situation and can undermine sales and positive motivation faster than anything.
Determine all the facts
Initially Sales Managers need to determine the facts and seek out all sides of the story. Before a dispute can be settled, all sides and people must be fairly heard. Conflicts tend to flourish when only part of the story emerges. Put investigative skills to work to flush out all the issues surrounding the problem. Listen to everyone involved before jumping to judgments.
Don't side step issues
Focus on problems, not individuals. Concentrate on the reasons and not the symptoms. Conflicts flare because something is causing them to surface. Find that something.
Ask for input from the individuals directly involved in the conflict
This empowers them take responsibility for a solution. Allowing individuals to express their viewpoints and offer solutions helps to resolve possible hidden conflicts not easily identifiable. Offer strategies to prevent the conflict from recurring once it has been identified.
Practice patience
Take time to evaluate the situation. Take time to analyze possible solutions and ideas to resolve the conflict. Take time to respond appropriately to the people involved, and take time to allow change from the negative effect to take place. Most of all, take time to listen.
Even though a manager can be tempted to settle conflict using intimidation or manipulation, it is never wise and certainly has no effect in the long-term. Advancing a hasty effort generally leads to a ineffective solution and a general waste of time. Typically, the conflict will resurface shortly. The Sales Manager will be faced with a more complicated problem including the management of the unresolved conflict as well as the anger and hostile attitudes that have been allowed to fester from an inadequate solution.
Keep lines of communication open
This is essential during the resolution and follow-up. Prevention of conflicts can be maintained when good communication is encouraged and practiced.
Share perspectives
It is important employees know the Sales Manager's personal point of view as well as the Manager's understanding of their perspective. Managers need to practice talking with employees and not at them. They need to ask and seek input which exemplifies strength and not weakness. Managers need to be open to new possibilities and ideas. They need to ask questions with the primary motivation of finding answers and seeking solutions.
Managers need to avoid falling into the trap of asking questions to acquire quick answers and pre-assumed responses. They need to use more open-ended questioning and minimize inquiries requiring a direct yes or no response.
Finally, Sales Managers need to act decisively. Once all the information and facts are gathered, a quick response is essential. Leaving the issues in limbo allows problems to fester and spread. Salespeople tend to make quick judgments based upon the action or inaction of the Manager. Managers can be easily labeled weak or indecisive when it comes to properly handling problems and complaints. Consequently, credibility drops which has an overall negative impact on the Manager's management style or career.
Salespeople may not always agree with solutions, decisions or perspectives, but by acting decisively they all will certainly understand what priorities are considered to be important.
To find out more about Mike Whitty and Salesperson, Inc., visit www.mikewhitty.com and www.slpinc.net.
Reprinted with permission from: Mike Whitty and Salesperson, Inc. (800) 453-2787. |
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