In any workplace conflict or challenging discussion, the need to stand in someone else’s shoes is imperative to move a conversation forward. So how do we this, particularly when there is an unwillingness or lack of empathy to view the situation from another angle? In most conflict situations, we are triggered by a value that has felt challenged, dismissed or threatened. We all have one or two values that we will go to great lengths to protect. This doesn’t mean we all hold th

The more senior you are in a company, the higher the stakes and the more there is to lose when things go wrong. However as long as failure is seen as an opportunity for change, learning and growth, then failure can actually be transformed into one of your biggest successes. This was very much the case in a situation I was asked to rescue recently between two very senior executives both newly appointed to their organisation. Their posts were created to support a new collaborat

Let’s face it, even the most emotionally intelligent and conflict conscious amongst us have been guilty of losing our patience and calm demeanor once in a while. The workplace offers a myriad of different scenarios that can bring out the worst in us; tight deadlines, long hours, demanding clients, clash of personalities and personal issues. A manager however needs to rise above those provocative circumstances that might cause uncharacteristically bad behaviour. A manager nee

Office dynamics can be one of the greatest causes of conflict. People work together 8 hours a day on average. We weren’t built to get along with everyone all the time and sometimes we grate on each other often unintentionally. We are all different. We have all been brought up in different environments in different cultures with different values. That doesn’t necessarily mean our way is right and everyone else is wrong. For example, someone who has grown up in a large family w

SME Magazine By Nicole Posner, 22nd February 2018 Conflict costs, emotionally and financially. It can cause stress, ill health and absenteeism affecting morale and productivity and ultimately, your company’s bottom line. So what might be the key causes of conflict and how can you prevent them from costing your business money? Change and transition are natural byproducts of a growing business. Some members of your team might embrace the restructure with enthusiasm and view it

HR Magazine Nicole Posner, OCTOBER 16, 2017 ​ Are employees refusing to engage in mediation before tribunals out of fear? ​ In July the Supreme Court made a landmark decision to scrap the employment tribunal fee regime. The ruling claimed it was unfair and unlawful and denied employees access to the justice system if they were unable to afford the tiered fee structure, in some cases of up to £1,200. This will now be ‘game on’ for employees to push ahead with a claim where pre

A happy employee is a productive employee. So how does it serve your business to have two key members of your team in conflict? Well the truth is, not very well. It can not only affect the two parties involved but also impact an entire department creating a divisive culture. People are encouraged to take sides, meetings become awkward, clients sense an undercurrent. The hub of your nerve centre is an unpleasant place to be. Left unchecked it can become toxic and untenable. I

The CBI estimates a staggering 370 million working days are lost each year due to stress and workplace conflict which costs UK business in monetary terms, £33 billion per year! The real cost of conflict can affect your organisation in ways that might not be so obvious; the emotional cost, the physical cost, the productivity cost and bottom line ... the profitability cost. Conflict knows no boundaries and comes in many guises but some of the main causes are personality clashe