For many years we found, the most successful CEO can solve conflicts is first.
Said to conflict, in the enterprise actually there are two extreme conditions. First, the top surface between in harmony, like avoid conflict and fight for consistently that important things never really get solved. Another case is, for personal gain or loss in the small rat race, running, serious impact company performance improvement.
Conflict will let the company too lifeless, and conflict too much and will damage the power. And the successful managers, often will team of conflict between the two control, build a "high nervous" team. Team members in some basic questions, such as mission, goals and so on, have similar views, and it is in just the right way to the current and future issues proper debate. Although the conflict exists, but it created a positive energy, promote the company forward, become a kind of benign conflict.
Matthew Barrett (Matthew Barrett) become Barclays bank (Barclays BankPLC) shortly after the CEO, the introduction to the conflict in the executive committee (Exco). Executive committee members include responsible for different department manager, every member of the department interests in the first place. Barrett, for this very upset, he decided to change the situation. He told them, will dissolve Exco, a piece of silence, someone asked why, he said: "I think everyone again for some of nonsense to touch no significance to argue, or give up Exco, either you convince yourself, your first job is to common management enterprise, the minor work was their that piece. I hope according to create a kind of for the whole idea of responsibility." It also really solve the problem.
So it seems that CEO is not only the attention to reasonable conflict, they will take the right way to use them. Why the conflict will occur? Because when conflict occurs, maybe hidden in the surface, not emerged in surface above all; Perhaps can be realized, but didn't pass the right way to solve. So, first to know conflict, accept conflict never completely avoid the fact. In the company to build a kind of upper positive nervous relation, make the most important conflicts reveal. But the right conflict if mediation is bad, often can have dire results. We should not only will be exposed conflicts, even with the right solution, so that they can use for himself service conflict.
When Rolf g larson (Rolf Classon) take over a large medical company CEO, had found himself facing a very difficult situation. The company has been thinking of implementing an acquisition, and maybe this will help the company occupy the market leading position, this idea also get the former CEO of support, the top team seems to say support. But when he went in the work, shortly after the team has found larson, some people actually skeptical, including some respectable members.
Then, g larson invite all members of the open and a discussion. G larson told them he did not understand this business, so would be a fair judge. He wants to know the idea of team members, and hope they can more in-depth mining reserved opinions, he told the team members, this problem has no clear right or wrong.
When team members realize that the upper can bear even embrace objection, puts forward many new view, as well as to the original plan of the question. Finally concluded that the deal from a financial perspective can be useful, but it is not proper in strategy, so they decided to give up. Six months later, a better acquisition opportunities to, at this time, the team have the resources, time, and trust each other to take action, the results mergers and acquisitions to be a great success.
Another CEO Douglas secco nantes (Douglas Conant) is also a conflict resolution superior. When his 2001 food companies as jin bao Soup (Campbell Soup Company) executive office, over the past ten years, the team of the organization did not finish what goal is reached, the leaders of the conflict has been consumed by infighting and matters, mutual shuffle, accused.
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