Chapter 6. Developing a Plan and Preparing for a Meeting

In This Chapter

  • Informing employees about the meeting

  • Setting boundaries and expectations

  • Creating an inviting meeting space

  • Preparing to facilitate

Managers often have to address the conflicts of the people on their team. You've probably worked with managers who've tried to rush headlong into a conversation with the people in conflict, without giving much thought to the process or the techniques that could maximize their chances of success. You may have taken such an approach yourself because it was quick — and possibly even necessary for a temporary answer. But rushing into a conversation doesn't usually yield good long-term results.


People in your organization probably see you as a problem solver, because you're one of the people the company wants on the front lines. And that's a good thing. But solving your employees' conflicts for them actually does more harm than good. Think about your own life for a moment: You're more likely to support an idea when you have a stake in creating the solution than you are when someone else arbitrarily decides the answer for you. The same thing is true for your employees. They want a say in how a conflict is resolved because they're the ones who have to live with the consequences.

This line of thinking may represent a dramatic shift for you, but don't worry — I fill you in on a proven process that not only solves problems but also strengthens people's ability to tackle future issues.

This ...

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