Retention, Conflict and Change

NOTE:  In the last 60 days, I have received 71 Emails requesting additional suggestions, ideas or conceptual designs with regards to RETENTION, CONFLICT and CHANGE.  Your questions vary through this spectrum, so I’ll do my best to address the concept in general, again.

A:  The commonality to most of your Emails, have to do with conflict.  An example; “One person or team wanting or attempting to implement change while another person or team is determined to derail any and all change that THEY don’t think of.  Results = anger, hostility, terminations and resignations.” 


A.     When you have long term, entrenched employees who are petrified of having their little apple cart upset, you will have conflict.

B.    When you have management that talks the talk but doesn’t walk the walk so that change can be embraced, you will have conflict.

C.    When you have employees who don’t “sign up for” OR “buy in to” the upcoming change process, you will have conflict.

D.    When change is dictated and not a team effort, you will have conflict.

E.     When management or supervisors are micro-managers, you will have conflict.

F.    When the dissenting employees get into their “derail” mode AND justify their position (usually confidentially) to weak management, thus getting management to knowingly or unknowingly assist in the derailment, YOU WILL HAVE CONFLICT!

Hopefully you get the picture.  If you are going to implement change, and don’t include everybody in the communication process and offer a defined but reasonable methodology to resolve issues, your change process is destined to fail with no matter WHO you put in charge to initiate change.

For additional edification, I believe that some of the pillars or foundations for a successful team include:
1.     Communications
a.     Keeping employees informed is paramount to success
2.     The Right Leadership
b.     If you have weak or worn out leaders, they don’t make good role models
3.     Effective Decision Making
c.      Make the best decisions you can and without excessive procrastination
4.     The Team is Results Focused
1.     Everybody MUST agree to each other & themselves to stay focused
5.     Defined Mutual Accountability
1.     Team members must know what is expected of them & that they ARE accountable.
6.     Proactive Demeanor of the Team
1.     A team needs to be in the game at all times, not just when something goes wrong
7.     Shared or Collective Accountability
1.     Not only as individuals but as a team, you stand together through the rights and the wrongs
8.     Dependency on Each Other
1.     If you don’t feel comfortable depending on your team member, your team will have gaping holes
9.     A Define Conflict Resolution Process
1.     Without this process, conflict will fester and destruction is just over the hill
10.  Optimism  (Optimistic Teams are Positive)
1.     Must possess a “can do” attitude at ALL times
11.  Supporting Each Other in a Positive Manner
1.     If one member is having difficulty with a process, employee or even a customer, another team member(s) will step up to assist
12.  Set Common Goals and Strategies with Clear Expectations
1.     Don’t set goals that are destined to fail.  Be realistic
13.  Trust and Reliability in the Team Members  (The Right People)
1.     Be certain that the team is filled with credible, honest and dedicated employees.

George F. Mancuso, CPC
Employee Retention Specialists
Client Growth Consultants

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