Como os executivos podem incentivar a comunicação aberta com suas equipes para evitar conflitos?

Fostering open communication goes beyond active listening. Start by creating an environment free of Fear, Uncertainty, and Doubt. Your team opens up in a trustworthy climate. When they feel respected, they begin to contribute. Demonstrate with your actions you encourage vulnerability. Use your intranet to periodically conduct opinion polls, idea contest & discussions. Encourage & reward team members for their contributions. Use David Rock’s SCARF model to create a culture of respect. Status:Sense of worth and esteem Certainty:Predictability of climate Autonomy: Empowerment & control Relatedness: Sense of safety & belongingness Fairness: How fair is your treatment? FUD Fatigue: <10% Trust : 100% SCARF : > 80% Respect: 100%

Open communication begins with active listening. When the manager listens actively, he shows his teammates that he understands their concerns and can therefore give his opinion. Thus, a trustful relationship is established, and a healthy relationship is built within the team.

Active listening is fundamental for executives to foster open communication. By genuinely engaging and understanding team members' concerns, executives create an environment of trust and respect. From my experience, active listening involves more than hearing words; it's about grasping emotions and unspoken cues. Encouraging open dialogue and demonstrating receptiveness to diverse viewpoints prevent misunderstandings and defuse potential conflicts. This approach nurtures a culture of transparency and collaboration, reducing friction and fostering mutual understanding within the team.

Executives fostering open communication share information transparently. From my perspective, sharing insights, goals, and challenges promotes understanding and alignment within teams. Transparent communication eliminates ambiguity, minimizing potential conflicts arising from misinformation or hidden agendas. When executives openly share information, it empowers teams, creating a culture of inclusivity and trust. This approach encourages collaboration, enabling teams to anticipate challenges proactively and work together towards shared objectives, thereby mitigating conflicts.

Understand that you should never stop learning - that includes learning about yourself and how others perceive you. Actively seek feedback. Make it a regular thing so it‘s both easier for you to derive value from it and easier for your peers and direct reports to provide it. Bonus round: by doing so you will become a role model and will normalize feedback in your company/area of influence. Everybody wins.

Executives encouraging open communication actively seek feedback from their teams. By inviting perspectives and suggestions, leaders demonstrate a commitment to understanding and addressing concerns. Seeking feedback empowers team members, making them feel valued and integral to the decision-making process. From my perspective, this approach not only prevents conflicts stemming from unaddressed grievances but also cultivates a culture of continuous improvement. Executives who actively seek feedback foster an environment where open dialogue thrives, reducing potential conflicts by addressing issues early on.

Conflict in the team is a time for hands-on approach by the executive. Waiting too long to step-in is not the best idea as we may rather face escalation than auto resolution of the issue. But... empathetic executive would rather resolve the conflict "behind the scene", not stepping in as a judge choosing who is right, who is wrong. Preferably all involved parties should leave the conflict not feeling "defeated" therefore ability to compromise, communicate and support individuals in the conflict are critical. Long story short, ostrich strategy is wrong strategy for any executive in this case.

One of my ex-bosses said: information shared with the team once or twice can not be seen as something communicated and understood. You need to repeat it, in different formats, multiple times and keep refreshing it, if its important for your teams to know it and follow it. Generic communication, without addressing details, is often a clear sign of the problem and misalignment of the top levels. I call it a "fake compromise", if we talk high level so all people agree but in fact all conflicts are just hidden, not resolved.