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Conflict and Disagreement: From Typhoon to Tailwind
Is a disagreement or conflict positive or negative? Depending on how it is managed, it could be either one. One of the most remarkable qualities of a good leader is the ability to turn a conflict of wills into a combination of strengths. (See disagreeing without being disagreeable)
Southwest Airlines is a business success story. For their 25 years of existence, they have made a profit every year. No other airline can say that. They attribute their success to the way they treat their people. Everyone is important. That means people are comfortable coming forward and speaking their minds. And we know what happens when that happens…there are going to be differences of opinion.
Colleen Garret, Southwest President from 2003 – 2008 admitted that there was plenty of conflict in their company. When an interviewer asked how they managed it, she said, “We always hug each other and make up afterwards” While that might not be a fit for your culture, her point is this: When people have something to say, hear them out, suspend judgment, and listen to understand. What they have to say may result in savings or a diverted disaster.
For many years, I worked in seemingly the most positive culture that could ever be imagined. There were no arguments, no gossip, no whining, and no friction whatsoever. I don’t every recall someone complaining or saying something negative about another person. Sounds great doesn’t it? Hold on.
One time, one of my fellow team members (We’ll call him Jim) spoke up in a meeting and took exception to a new policy that was being implemented. He didn’t think it was fair and he backed up his position with some very credible points. His tone was professional, and his concern was genuine.
After the meeting, the president took Jim aside and told him in a very nice way that he was out of line. Jim capitulated, and everything seemed OK. I did notice that after that point, Jim’s enthusiasm started to fade. That trend did not reverse itself, and within six months, he left the company.
There is an old expression, “When two partners always agree, one of them isn’t necessary” Strong companies have their share of conflict. If we want a championship team, we need to collaborate and get input from everyone. And how will we know if we fail to do this? Be prepared to hear. “We tried to tell you, but you wouldn’t listen!” Be open, listen, suspend judgment, establish clarity, and we can be on our way to building a synergistic team.