More than 50% of senior leaders believe that their talent development efforts aren’t working, according to a recent study published in Harvard Business Review, (HBR, Spotlight Series, Business Education). One reason is because workplace conflict is on the rise, and leaders don’t have the skills to address it effectively, quickly or confidently. In a survey of 600 leaders, six out of 10 report that their weakest skills are in conflict management—and that it’s costly to their companies. To address this development gap, leaders need to address conflict with best practices, not best guesses.
Using a 360 assessment is one of the most powerful tools for increasing awareness, exposing blindspots and clarifying next steps. If leaders in your organization are experiencing conflicts with key stakeholders or struggling to manage conflict on their teams, using the Conflict Dynamics Profile® (CDP-360) could be your next best step. Here’s a list of best practices to guide your implementation efforts and promote sustained behavior change.
Best Practice #1
Myth: If I have an underperforming employee who navigates conflict poorly, I should offer the CDP-360 ASAP.
While our knee-jerk reaction to offer help to a struggling employee is admirable, the downside of this approach can be significant. If the employee is not interested in receiving feedback on their conflict responses and doesn’t believe that the process is worthwhile, the results won’t be impressive. And, by assigning the 360 to a troublesome employee, a negative stigma has been attached to what could be a powerful and positive tool for all leaders.
Best Practice
Use the CDP-360 as an investment in current and future talent, for those who see the value of feedback and are motivated to apply the insights proactively. The more the CDP-360 is used as a reward for strong performance, the more likely the lessons of the CDP will permeate workplace interactions going forward.
Best Practice #2
Myth: Since tying raises and bonuses to performance goals works well, linking changes in conflict behavior to rewards will be equally effective.
Done well, the CDP-360 helps employees to become aware of costly blindspots and replace destructive conflict responses with highly effective ones. The change process, however, will be different for every individual depending on their unique profile of conflict responses and hot buttons. But how long should it take for a leader to approach conflicts as a win-win opportunity? Or for an overwhelmed manager to delay responding until emotions have settled? Goals of this nature are best supported in an environment that accepts failure as a learning opportunity and celebrates even small steps in the right direction. VisionMetrics argues that, “It is crucial to refrain from establishing feedback metric initiatives exclusively aimed at determining bonus payment systems, disciplinary measures or strategies for employee termination.”
Best Practice
Agree that the purpose of the CDP-360 is to contribute to the overall culture of learning and growth.
Best Practice #3
Myth: Any feedback is better than none.
A recent Gallup study found that employees who received feedback in the past week are 80% more likely to be fully engaged than those who didn’t. But when it comes to a topic as sensitive as conflict, a few precautions are warranted. First, encourage the ratee to select raters that know them well. We recommend that having worked together for at least six months is a good rule of thumb. Next, assure the ratee that confidentiality will work both ways. The anonymity of the raters will be protected, and the CDP report will only be shared with the ratee. Consider creating a top-line summary for the manager but for the report itself to belong to the employee. Finally, use a certified practitioner to debrief the results and to help set reasonable goals.
Best Practice
How feedback is given and by whom is a critical component of future engagement and improvement. Ensure that the raters are credible and trusted by the ratee, that confidentiality is maintained and that the conversation is conducted by a trained professional.
Best Practice #4
Myth: Do as I say, not as I do.
None of us would openly agree with the “Do as I say…” myth but, if your organization’s leadership isn’t on board with the goals of a 360, you’re acting as if this myth is reality. Ask yourself these questions:
- Does our current leadership demonstrate constructive conflict behaviors such as perspective taking, a willingness to adapt to a variety of views and the ability to delay a response during friction-filled conversations?
- Do they minimize behaviors such as displaying anger, using sarcasm or even retaliating when others disagree with their plans?
- Do our leaders know their own hot buttons and have an action plan for how to respond intentionally versus reacting emotionally when triggered?
In essence, demonstrating conflict competence starts at the top and won’t gain traction among employees if a different standard is used and rewarded for senior leadership.
Best Practice
The CDP is a valuable instrument for improving awareness, revealing blindspots and designing action steps for all levels of the organization. Starting with the top ensures that the organization’s key role models aren’t sending a conflicting message.
Best Practice #5
Myth: If we have a good discussion about areas of improvement, I’m sure this employee will make the necessary changes in behavior.
“A 360-feedback process, when done right, greatly increases the chances that change will occur.” (HBR, 12.23.20). For example, a debrief of the CDP-360 typically involves a robust discussion of the conflict responses used most often and those that aren’t being leveraged. These conversations also clarify one’s highest hot buttons, identify who tends to push them and address whether the go-to response is working. But if the process stops there, much of the value of the 360 will not be realized. Now is the time to create a vision of what a better approach to conflict looks and feels like and not simply a list of to-dos. The CDP Development Guide can then provide new ideas for responding to tense situations, and completing the Action Planning section helps the participant identify when and how to use the desired behaviors. Finally, ongoing meetings with a coach to provide accountability, surface obstacles and creatively design next steps is a proven method for maintaining momentum for behavior change.
Best Practice
Behavior change starts with a seed of feedback, but only grows with the addition of vision, strategies, goals and support.
The CDP-360 supports leadership growth by equipping individuals with the tools to address conflict constructively. By following these best practices, you can enhance its impact within your organization and foster a culture of constructive conflict resolution.
Author
Dr. Holly Tompson, Sr. CDP Principal Trainer
