Learn to Wait

As noted above, maintain ongoing dialogue with your staff, so that you become aware of the direction of their thinking and mind-set. As important, use the interchange so that your staff understands your “need to recognize your chance and take it.” In particular, such awareness on both sides is significant should you have to wait before implementing your plans due to sudden market events.

In that case, you are likely to find a heightened level of anxiety not only within yourself, but with your staff. This is where you, and they, must cool down and learn to wait for better timing. This is the moment, despite all determined efforts, to exercise disciplined patience.

In essence, given a choice between acceptance and anxiety, choose acceptance, with the proviso that patience is only a pause, nothing more, that allows you time to reignite your efforts with fresh ideas and innovative strategies.

Learn to Restrain Irritation

Help your people avoid being provoked by negative surroundings. That means creating compatible relationships with others. Does this imply that you have to assume the role of an active mediator? For the most part, the answer is a resounding yes.

Yet some managers will back off and ask the opposing groups to work through their problems. Notwithstanding, it is your obligation that once anger, frustration, and continuing dispute move forward beyond a reasonable time, you have to take an active role in setting a pathway for conflict resolution.

Still other executives intentionally create opposition in their ranks, thinking that it leads to a healthy work environment. However, it is with a degree of risk, when compared to the far greater benefit of creating harmony and unity of effort.

Nonetheless, strained relationships do exist among various functional areas of an organization, such as marketing versus finance, product development versus distribution, manufacturing versus sales, and so on.

For the most part, however, hostilities are counterproductive, especially when flaring anger dominates the scene. Clashing groups seldom arrive at an acceptable solution. Within such a fractured situation, your aim is to promote workable outcomes based on internal operating conditions, the dynamics of the marketplace, and the activities of competitors.

Then, you are more likely to come to a peaceful and healing condition among all parties—even where groups live as opposites, but not opponents. It takes a measure of sensitive awareness on your part. For it is easy to criticize others and make them feel unwanted. Any manager can do that. What takes effort and leadership skill is raising them up and making them feel good.

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