impact forum

Hear all sides or how not to be drawn into conflicts as a leader

For team leaders it is important to be aware that there are as many truths in a conflict as there are people involved. Hear all sides means: take the concerns of each party seriously by way of being on neither side and being on both sides.

Conflict resolution in the workplace: how to empower your staff

Empowering team members to work out conflicts among themselves is one of your options to handle conflicts. However, it needs some thoughts …

Leadership skills to understand and navigate conflicts

Leadership conflict competencies have been widely discussed in the last years. If you google “leadership conflict management skills” you receive 86’800’000 results. One can choose between “The 6 most important, …. 10 tips for leaders, ……” Sometimes it’s 8 skills, sometimes 18. Each of these trying to describe the most important competencies leaders need to have. Lists…

Constructive conflict settlement: the basic equipment for 2024

Constructive conflict resolution is hard work. When we start on this challenging path, we’ll need a set of “basic equipment” to succeed …

Conflict resolution in the workplace: a “one size fits all”?

The first and most important leadership conflict management skill is to be willing to handle conflicts. To adopt that attitude is an important step towards leadership conflict competency. Being willing is more than accepting the necessity to handle conflictual situations in your team or with your peers. It means to develop the appropriate mindset. And…

Why conflict management is more than active listening

managing conflicts as a leader not only takes communication skills, but the ability to work both on the system and within the system.

Conflict resolution skills can be learned

In our work with leaders in conflict management trainings the participants tell us different reasons why dealing with conflicts within their sphere of responsibility is difficult. 🙄 One of them is their personal disinclination to conflicts and to deal with tensions. Some feel that from early age on they avoided difficulties, some describe having been…

Leading at a Distance – 5 – internal distance

“Leading at a Distance” is part of the daily experience of internationally operating organizations. In this 5th episode of our lecture series, we look at ”internal” or organizational distances. We start by describing how internal distances are rooted in every organisation’s structure, and point out ways to turn these distances into productive proximity Also, check…

Leading at a Distance – 4 – Language Distance

“Leading at a Distance” is part of the daily experience of internationally operating organizations. In this fourth part of our series, we talk about how language can create distance. How can an organization, and how can you as a manager deal with different linguistic backgrounds present in your team in order to foster participation and…

Leading at a Distance -3 – Cultural Distance

“Leading at a Distance” is part of the daily experience of internationally operating organizations. In this second part of our series, we focus on cultural distance. How can an organization, and how can you as a manager deal with different cultural backgrounds present in your team?

Leading at a Distance – 2 – Geographical Distance

“Leading at a Distance” is part of the daily experience of internationally operating organizations. In this second part of our series, we focus on geographical distance. How can you establish “presence” and “contact” in a geographically separated team? Discover ways how you as a leader can foster connectivity by giving your team its proper heartbeat…

Leading at a Distance

“Leading at a Distance” is part of the daily experience of internationally operating organizations. We distinguish four “dimensions” of distance: geographical, cultural, language and organizational – and point to ways to “bridge” these distances as a leader.