INTOXICATED LEADERSHIP: THINKING STRATEGICALLY VS. REACTING EMOTIONALLY

The problem then becomes that most leaders only focus on getting through the conflict, rather than proactively and successfully managing it. As a result, we do or say things in the moment that doesn't necessarily represent the best version of what we intended.  This causes extreme discomfort, so we learn to avoid conflict.  

When disagreements inevitably present themselves, and employees start to spread rumors of their side of the story, leadership must avoid becoming emotional—especially angry and defensive.  Dealing with difficult employees can be incredibly frustrating and discouraging, and it becomes tempting for leadership to flare up their rank and authority by quoting policy and “because I said so”. So how confident do you feel when you have to have a difficult conversation? Are you able to recognize when the employee is visibly upset and sending signals that starting a conversation is a bad idea?

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Traditional leadership classes often trick us into thinking that we can resolve conflict in a ten-minute conversation. In reality, leaders may never be able to secure buy-in from the employee. 

Intoxicated Leadership illustrates why the body responds to conflict the way it does, be it with the customers of your business, amongst your leadership team, or even with ourselves when trying to choose the right course of action.  Using this information we will discuss at length how leaders can create favorable circumstances to assist in constructing and having a difficult conversation. 

Participants will receive an overview of emotional competencies, and real-world tips that can be applied immediately to assist leaders in having easier and ultimately more productive conversations.