Let’s face it, we’re not all born managers. Most of us have learned on the job by making mistakes, and sometimes those mistakes are serious. Samuel Johnson has been credited with coining the phrase “the road to hell is paved with good intentions” and this certainly holds true when it comes to workplace relationships between managers and their team members.
We know from surveys that employees have a less favourable view of their managers’ ability to handle conflict than their managers do, and we also know that conflict management skills are considered a core element of a manager’s skills portfolio.
While there are many formal classroom training programmes available to support managers’ skill-building, sometimes the most effective way of learning is through one to one conflict coaching tailored to the needs of the coachee, and entirely confidential.
This paper outlines why.