What are some strategies to prevent or reduce conflicts in your team using a servant leadership approach?

I have found that regular, intentional one-on-ones between leaders andctheir subordinates prove to be essential in opening up communication and building trust. People who trust their managers and whom have established a positive rapport are more apt to openly share their concerns which will lead to better resolution results.

A popular TED talk and leadership book tells executives we should, "Start with Why". This is also true when addressing conflict. Poor leaders dive into conflict without explaining why they disagree or sense conflict. When we don't explain why, others often assume the worst or believe we're simply being difficult. Servant-leadership requires us to practice Empathy and Authenticity. Both of these principles encourage parties in conflict to explain WHY they are upset or disagree. First, to display our authenticity and second to allow empathy between parties. In working with clients I find making time to step back and understand WHY each party disagrees is sometimes all that's needed to regain alignment.

Sometimes an organization needs to create opportunities for leaders to honestly assess (and give others the chance to assess) the impact their leadership style has on interactions and the org culture as a whole. Our team has been exploring this with Human Synergistics, optimistic that we'll all gain a better understanding of how we can improve Take a look at their Leadership Impact Assessment tools https://www.humansynergistics.com/change-solutions/change-solutions-for-organizations/change-solutions-for-leaders-and-managers/assessments-for-leaders-and-managers/leadership-impact

People who are included in the process are apt to have more buy in to providing a solution. This is great as the leader does not have to shoulder the whole burden of developing the resolution path.

To facilitate positive dialog and collaboration... 1. Encourage Active Listening. In nutshell, Active Listening is repeating what you someone say, in your own words. For example, "I heard you say the sky is NOT blue, but grey, on days with rain. Is that right?" 2. Document Decisions: Conflict may arise from disagreements over previous conclusions or conversations. To avoid this, document any agreements. Then share that documentation with invested parties. 3. Ask, Don't Tell: Telling someone you disagree breeds a defensive posture. Instead of STATING, "I disagree", ASK, "Could this be a better approach?" 4. Adjust Speech: If the parties have different backgrounds (cultures, languages....) speak slower and use more concise language.

These are good points. I'd also like to add that as a facilitator and servant leader, part of creating the atmosphere where the best work can get done is to harness the positivity of conflict. Lest we forget, in team formation theory, three of the four stages have conflict (forming, storming, and norming). Showing members how to appreciate conflict in a respectful manner where it is both safe to disagree and safe to support is paramount.

Yes, modeling proper behaviors is vital to good leadership. In doing so, be sure to also... 1. Start with Agreement: When two parties have conflict, it helps to begin the dialogue by focusing on any agreement. For example, if they disagree on point B, but agree on points A and C, make that clear. Say, "Okay, we agree on points A & C. It's really just point B we need to work out." 2. Display Good Body Language: Ensure you and others practice positive nonverbal cues. Remember, much of our communication is often received through nonverbal cues. Keep your eyes on the speaker, try to smile, don't roll your eyes, avoid crossing your arms, and so on.

Servant-leaders need to be firm when addressing bad behaviors like those mentioned above. The best servant-leaders are not afraid to quickly and appropriately condemn or reprimand unacceptable behaviors. My best tip is DEMOLISH any gossip. Yes, gossip is common in organizations. That does not make it acceptable. Gossip is cancer to an organization's culture. If you observe people gossiping, give them one warning. If you hear it again, there must be consequences. My favorite phrase, when addressing gossip is: "We want to foster a great culture here. To do so, it is vital that we only speak about people in the same manner we would if they were present."

In the case of heated or destructive exchanges, that is the time for a more authoritative approach that I would not characterize as servant leadership. I firmly believe the supportive, servant leadership should be practiced when at all possible, but in situations like these when more servant leadership strategies have not yielded the desired outcome, you must act decisively as a supervisor and manager to address this issue. Taking a break, speaking with individual(s) privately who have engaged in unacceptable behavior immediately addresses the problem and is the necessary corrective action to take.

It is critical to remember that the leader must always be cognizant to always keep evaluating the changed behavior. An addition or reduction to the team can cause the whole process to start over. The evaluation process should be remembered as a continuous cycle.

In a servant leadership approach, I believe that seeking external help when internal conflicts persist is a pragmatic and empathetic step. It shows a commitment to our team's well-being and growth, as professional mediators or conflict resolution specialists can offer fresh perspectives and strategies to promote a harmonious and productive work environment.