Mardi Humphreys

Power Tool

Two weeks ago we began this series, Let’s Get Critical, by defining critical thinking. The following week we discussed how to use it at work. But does critical thinking benefit you personally if no one knows you can do it? How can you prove you are a critical thinker and use it to further your career?

Demonstrate

Ask – Curiosity is the fuel that powers critical thinking. You need to get past the symptoms of a problem to find its cause. What is your why? What is the context? How does it make you feel? What works well? What can be improved? What should you stop doing? Questions like these signal your mind is open to new ideas and new ways of doing things.

Listen – While someone is answering your questions, only break eye contact to take a brief note. Nod in acknowledgement when they emphasize a point. After they answer, reply with a paraphrase of what you heard them say. You don’t have to agree with their point of view, but you do have to consider it. Part of critical thinking is realizing just because you don’t like someone’s opinion does not mean they are wrong. Constructive dialogue requires you to suspend judgment, try to understand their assessment, and reach a consensus.

Change

Rethink – Critical thinkers do not accept the status quo. They challenge prevailing beliefs, uncover hidden agendas, and examine the rationale behind both. To accomplish this, embrace stretch assignments that force you out of your comfort zone. Intentionally work with colleagues from different departments, backgrounds, and cultures. This broadens your worldview, reveals your unconscious biases, and gives you new approaches to problem-solving.

Network – Get out of your organization and into your community. Attend industry conferences, roundtable discussions, and Special Interest Group (SIG) meetups. Engage in conversations with people who do what you do and people who use the products or services your organization provides. Get their feedback on what is going well for them as well as their pain points.

Learn

Educate – Getting a degree or certificate is a great accomplishment and it has an expiration date. To maintain your subject matter expertise, you have to learn a skill, use it, unlearn it, learn the new skill, use it, unlearn it, etc. To be a critical thinker, you must be adept at both gathering and integrating information from various sources of relevant and reliable data, pull key insights out of it, and test your conclusions. Regularly reflect on your choices. Think about your reasoning behind them. Consider the perspectives of those impacted by your decisions.

Fun – Engaging in activities that stimulate your mind also stimulate critical thinking. For example, reading a work of fiction while concurrently reading a work of non-fiction, attending non-work related workshops, doing Sudoku or crossword puzzles. Team bonding events where the goal is to relax and get to know one another help build the trust necessary to accept diverse viewpoints when it’s time to problem solve. When you are emotionally invested in someone, you want to collaborate with them.

For example: Let’s say you become known for asking good questions, thoughtfully listening, taking on stretch assignments, presenting at SIGs, and starting your organization’s leadership development book club. These all set you up to be an influencer who contributes innovative ideas, correctly analyzes complex issues, and makes informed decisions. Critical thinking makes you a valuable asset to any organization.

How do you demonstrate your critical thinking on the job? Please share in the comments.

Want to Know

Last week we began Let’s Get Critical, a four-part series on critical thinking, by defining what it is. Here in part two, let’s discuss why critical thinking is essential to your job performance.

Relationships

Business moves at the speed of trust. Active listening combined with critical thinking and empathy is one of the fastest ways to build trust. When you communicate your ideas clearly to your teammates, attentively listen to them, and respectfully debate with them, then your meetings are more likely to generate positive results. Building a safe space for everyone to contribute ideas not only facilitates effective productivity within your team but also across the organization. When you repeatedly give your subject matter expertise to anyone who asks for it everyone wants to know you.

Decisions

Critical thinking prevents knee-jerk reactions while helping you make wiser choices faster. Testing your assumptions breeds confidence because either you get confirmation that you are right or you find out you are wrong before you go telling a bunch of people. Identifying the various factors, considering their impact on people, processes, and performance, and predicting potential consequences for each all help you excel at solving problems efficiently. Banish the phrase, “because we’ve always done it that way,” from your mind. It squelches the culture of transformation your organization needs to survive. Instead make it a habit to question existing processes, listen to your team’s ideas, and propose low-risk experiments. Using critical thinking this way enables you to quickly grasp new concepts and adjust your strategies accordingly. This capability becomes more crucial as technology like Artificial Intelligence speeds up the pace of business evolution. Adapting to new challenges, identifying the opportunities in crises, and devising original conclusions require you to possess strong critical thinking skills because you have to navigate ambiguity, normalize change, and address challenges with clarity and precision. It is an organization’s critical thinkers who identify inefficiencies, brainstorm new ways to correct them, and drive the mission forward.

Future

Critical thinking is a power skill. It equips you with the tools and mindset necessary to thrive in today’s competitive job market. You help maintain a positive work environment conducive to productivity and innovation when you can:

Demonstrate your creative resourcefulness at problem solving
Think strategically and align your actions with your organization’s goals
Communicate complex concepts concisely and in easy-to-understand terms
Recognize when it is time to pivot, embrace change, and quickly learn new skills
Empathetically challenge both yours and others’ assumptions and welcome alternative perspectives
Actively seek feedback and regularly reflect on your experiences
De-escalate tensions, constructively resolve conflicts by seeking common ground, and facilitate meaningful dialogue to foster collaboration

For example, let’s say you are on a software development team troubleshooting a critical bug in a new application. Instead of resorting to quick fixes or assuming you know what is wrong, your team applies critical thinking skills to systematically diagnose the root cause of the issue. You conduct thorough analysis, dig through code repositories, and interview stakeholders to gather relevant information. Through rigorous testing and experimentation, you identify the underlying flaw, implement a sustainable solution, and document it to prevent similar issues from happening in the future.

Next week let’s talk about how you can demonstrate critical thinking skills to further your career. How does thinking critically help you do your job? Please share in the comments.

Enquiring Minds

I help people make decisions, but I do not give advice. (Does that qualify as irony?) Everyone’s circumstances are different and you have to do what makes sense for you. One of the most useful tools for figuring that out is learning how to think critically. For the next four weeks, we will explore both what critical thinking is and how you can use it to make wise choices regarding your time, energy, attention, and money. Here in part one of this four-part series titled, “Let’s Get Critical,” we take a minute to define it.

What Is It?

Critical thinking is your ability to analyze, objectively interpret, systematically evaluate, and integrate information to form reasoned judgments.
It’s like being a detective. You ask lots of questions, look for clues, and figure out the best solutions.
Acquiring knowledge is part of critical thinking, but you also have to be able to think logically, organize data, consider alternative perspectives, and discern between fact and opinion.
Critical thinkers are adept at dissecting complex problems, uncovering hidden variables, and making choices based on evidence.
Critical thinking requires you to recognize your assumptions, double check them with reliable sources, and test them to see if they are still valid.
It’s not about being skeptical. It’s about identifying the one great decision among all the good decisions and rethinking your opinion in light of new information.

What Can it Include?

Analysis: To solve a challenge using critical thinking, first organize the facts you gathered into categories like people, processes, and performance. Examine how the data impacts those categories and ask yourself if you’ve collected all the information necessary to draw a conclusion. If you are unsure, ask your team, “What am I missing?”

Interpretation: Based on the accumulated available information, clearly articulate, preferably in writing, both your decision and the reasoning behind how you reached it. You don’t know what you think until you see what you say.

Evaluation: Share your conclusion with leaders in the affected categories and let them ask you the hard questions. Does your conclusion hold up under their scrutiny?

Testing: Take your colleagues feedback and use it to iterate your conclusion. Test your theory on a sample before rolling it out to the whole.

What Could It Look Like?

Let’s say you are on your company’s marketing team and you are launching a new product in a competitive market. It’s not enough to come up with flashy slogans and eye-catching graphics. Team members must parse market data, research consumer trends, and study competitor strategies. You may have to question your client’s assumptions, challenge biases (both theirs and yours), and weigh alternative solutions in order to design a comprehensive marketing strategy. You have to ask questions. Who is the target audience? What other similar products already exist? Why would our target audience like ours better? When you gather enough data you can do a limited roll out in a test market.

Next week we’ll explore how you can use critical thinking to improve your job performance. In the meantime, what process do you use to think critically? Please share in the comments.

Cover Your Assets

Cybercriminals are increasingly sophisticated. As technology advances, so do the tactics they use to steal your identity during tax season. Since the consequences of not filing income taxes are rather unpleasant, how can you prevent becoming a victim?

File Early

The Internal Revenue Service (IRS) encourages early filing as a preventive measure against identity theft and tax fraud. When you file early, you reduce the window of opportunity for scammers to impersonate you. Consider filing your taxes as soon as you receive all your statements like: W-2s, 1099s, and tax deduction records. Here is a full list. If a cybercriminal steals enough of your Personally Identifiable Information, (PII) then they can use it to impersonate you, file tax returns, and claim your refunds. You can beat them to the punch by submitting your legitimate returns as soon as possible. This also allows you to address any discrepancies on your return with the IRS before fraudsters can exploit them.

If Someone Files for You

If you choose to enlist the help of a tax preparer, ask them about their data protection practices. How do they ensure the security of your PII? When a tax professional fills out your return, you have to trust them with most of your personal and financial data, so do your research. Read reviews and get referrals from people you trust. Does the tax preparer comply with industry standards and regulations regarding the handling of sensitive financial information? What are their professional certifications? Are they members of reputable organizations, such as the National Association of Tax Professionals or the American Institute of Certified Public Accountants? While not a guarantee, these affiliations expect adherence to strict ethical standards and data protection guidelines. When you do select a tax professional, before turning over any PII, ask about their security measures for safeguarding client information. A trustworthy tax preparer should have strong data protection policies like encryption protocols, secure file storage, and restricted access to client files.

If You File Your Own

Network: When filing your taxes online, make sure to use a secure and password-protected internet connection. Do not use public Wi-Fi networks to file. They are notorious for their lax security measures. Hackers love taking advantage of them.

Software: Make sure your computer’s operating system, antivirus software, and tax preparation software are up to date. Regular updates often include security patches that protect against known vulnerabilities.

Passwords: Use complex passwords for your online tax accounts, and avoid using the same password across multiple platforms. You know the drill. Your password should contain an uppercase letter, a number, a special character, and a haiku. Just kidding. A combination of letters, numbers, and special characters will do the job.

Authentication: Many tax preparation platforms offer Multi-Factor Authentication for an added layer of security. Even if it means waiting for a code to arrive on your mobile device, it is better to be patient than hacked.

Phishing: Think before you click on links or open attachments to emails whose subject lines say they are about your tax filings. Phishing scams mimic official communication from tax authorities and look extremely authentic. They can deceive you into unwittingly and unwillingly disclosing your PII.

How will you safeguard your PII this tax season? Please share in the comments.

Under the Influence

Coworkers and managers influence your decisions. They have plans for you, but do their expectations align with your values, skills, and goals? Influence is a powerful tool that shapes your organization’s decisions, strategies, and culture. As a leader, it’s essential to intentionally decide whom you allow to influence you, but how?

Who You Are Looking For

Stay away from influencers who are negative, office politicians, cynical, and toxic. Look for people who ooze credibility, integrity, and reliability. Seek out people whose life experiences and ideas are different from yours. Surround yourself with individuals who encourage, inspire, and interact with everyone; not just those who can help them get ahead. You want to follow leaders who are committed to building a healthy and productive workplace environment. These may be colleagues with seniority, peers with specialized knowledge, or direct reports whose work ethic you admire.

What You Want From Them

You need influencers who will offer guidance, provide valuable insights, and exert a positive influence on your leadership style. These are not people who tell you what you want to hear. They both challenge and uplift you. They are accountability partners who spark your mutual growth. Align yourself with individuals who tell you the truth in love. You can identify them by the way they ask you questions then allow you space to rethink your opinions. These types of leaders are busy people. Relentlessly respect their time and find ways to bring value to the relationship.

Boundaries

It’s tricky to collaborate as a member of a team and complete your own assignments and avoid becoming a doormat. To maintain this delicate balance, you have to diplomatically manage both your supervisors’ and coworkers’ influence.

Set: Do you have time to complete your report and help your coworker prep for their client meeting? Be realistic about your own workload and deadlines. Does your team share calendars? Can they see when you are busy and vice versa? It is better to be unexpectedly available than to withdraw the help you said you’d give.

Communicate: As Brene Brown says, “Clear is kind. Unclear is unkind.” When you receive requests for help, first express your willingness to collaborate then email your manager and copy the requestor. Ask for clarity on whose project has priority in terms of what is best for the organization. If your manager decides your input is crucial to the project your teammate is working on, and that means you will miss a deadline on your own work, then ask what the new deadline for your own work is.

Protect: When prioritizing someone else’s project benefits you, your teammate, and your company, then it makes sense to move your boundary. But there is always that one person (let’s call them: TOP) who repeatedly asks for help until that task you do for them becomes part of your job description. Every time TOP asks for help, ask yourself: What is TOP’s track record for getting their own work done? Does what TOP wants me to do directly impact our organization’s bottom line? Will this project make me more visible to management and/or clients? Politely decline TOP’s invitation to do their work when the additional task conflicts with your current commitments or if it’s outside the scope of your responsibilities. It’s okay to offer guidance, share your expertise, and encourage problem-solving, but avoid taking on TOP’s tasks. For example, if TOP asks you for prospects, invite them to look at your LinkedIn contacts, filter for their target, and find people they want introductions to. If TOP persists, redirect them to your manager.

What criteria do you use to decide whom you allow to influence you? Please share in the comments.

How Do You Know?

A few weeks ago, we talked about how valuable it is to tolerate being bad at something long enough to get good at it. Since then, I’ve been asked a few questions. I’ll address three of them here.

The answer to all three is: It depends.

Q: How can you tell if you will eventually be good at a skill or if you will always be bad at it and are just wasting your time?

A: It depends on your attitude. For example, let’s say you are learning to program in Python. Are you so into it that you lose track of time while debugging your code? When you receive constructive feedback on your work, are you excited to try the suggested fixes? After studying the language for a month, do you feel good about how far you have come even if it is not very far? If you answered yes to these questions, then you have enough evidence to safely predict you will eventually be good at programming in Python.

Q: Doesn’t getting good at a skill just take hard work?

A: It depends on your mindset. Someone running on a treadmill and someone running on the street are both working hard, but the runner on the treadmill doesn’t go anywhere. Getting good at something depends more on how you learn rather than on how hard you work. Going back to the Python example, you can learn the language by putting in long hours every day, memorizing syntax, and struggling through coding exercises without seeking help or feedback. Using this approach you will hit plateaus and your progress will be slow because you are just repeating tasks without understanding them. Instead, if you focus on unlearning the outdated language you are currently writing in, understanding the underlying principles of Python, seeking guidance from experienced programmers, and participating in projects at work to apply what you are learning, then you will grasp concepts faster, troubleshoot more efficiently, and advance more quickly in mastering Python.

Q: Is it ever too late to acquire new skills?

A: It depends on your character. Are you naturally curious? If not, are you willing to grow that trait? Are you self-disciplined and resilient? Continuing the Python example, to be good at it you not only have to hone your technical skills you must also develop emotional intelligence, perseverance, and teamwork skills to use it at your job. Also, what motivates you? Do you set achievable short-term goals for yourself? Do you schedule time to learn Python on your calendar? Do you view difficulties as opportunities to learn? Determining if you will be good at Python, or any skill, requires self-awareness, feedback, and adaptability.

How do you stay motivated to be a life-long learner? Please share in the comments.

Optimization Obsessed

Photo by Mike Anderson

We often talk about continuous improvement in this space because making processes better is a good thing. But too much of a good thing is still too much. When does optimization reach the tipping point?

It’s a Tool

Optimization is neither inherently good nor bad. It is a powerful tool to streamline operations and enhance productivity. As with any tool, its effectiveness depends on how you use it. Optimization requires new projects to fit within an existing standardization model. That improves your efficiency, but it can also dilute the qualities that set you apart from your competition. Plus, you can only scale so big before the individuality and personal connections that define your company start to diminish.

The Human Touch

Optimization is about control and eliminatIng waste to achieve the best possible outcomes. But when every interaction is governed by predetermined algorithms, the spontaneity and warmth of human interaction can get lost in translation. Clients may feel like a number in a system instead of valued customers. Clients look for more than products and services. They also want connection, empathy, and understanding. Building and maintaining relationships, meeting individual needs, and providing tailored solutions are elements that cannot be fully replicated by automated systems.

Let It Rest

Rest is as crucial to job performance as training. Tired minds make mistakes and lack the compassion crucial to client interactions. The relentless pursuit of continuous improvement can both overwhelm and burnout your workforce. Implementing strategies to promote employees’ well-being is essential both for morale and sustainable optimization. For example, encourage managers to model work-life integration, support your staff’s self-care efforts, and provide opportunities for breaks and bonding. Your business is not a machine that can run continuously without pause. It is a collective of individuals whose well-being directly impacts the success of your organization. Lack of down time makes systems more fragile. Factor time to recharge into your optimization processes.

Strike a Balance

Limiting your company to just delivering products or services will put you out of business. You need to create an experience that resonates with your clients on a personal level. Decreased client satisfaction, disengaged employees, and a loss of innovation are signs that your optimization has gone too far. To course correct, seek feedback from both clients and employees on a regular basis.

Clients: If the data shows clients perceive a decline in the quality of their service, ask your team: Are we sacrificing the human touch for the sake of efficiency? Are we neglecting the unique needs and preferences of our clients in favor of standardization? How many Account Executives received praise from their clients in the last month? Build flexibility within your processes to allow time for stakeholder customization and care.

Employees: Listen to your team without judgement and make sure they know there will not be negative repercussions for their honesty. Note their concerns. If they say they feel like robots, or if burnout becomes pervasive, then the personal touch may be slipping away. Recognize the value of diversity and belonging. The resulting input can help mitigate the depersonalizing side effects of optimization. Evaluate your systems regularly and recalibrate them to allow for as much customization as makes sense. Regular check-ins, open communication channels, and fostering a positive workplace culture speed up your optimization efforts.

How do you maintain perpetually balancing between efficiency and empathy? Please share in the comments.

Degrees of Income

This is part four of four in the series: Independently Owned and Operated.

I talk with businesses who need talent and I talk with people who have it. Sometimes one of the obstacles connecting the need to the resource is the hiring manager’s requirement for an advanced degree. So, ZipRecruiter’s 2023 first Annual Employer Survey got my attention when I read that in 2022, 18% of job descriptions listed on their site required a bachelor’s degree. That percentage decreased to 14.5% in 2023. Why?

Skills or Degrees?

Small and midsize businesses (SMBs) lead the change. ZipRecruiter’s survey says 47% of SMBs in the United States dropped their degree requirements last year, which makes sense because SMBs were harder hit by hiring challenges. Whether you are an SMB or enterprise organization, if you drop degree requirements, then you have to have a way to verify the skills candidates list on their resumes. This adds a new dimension and expense to the hiring process. Employers may need to purchase skills assessment software to evaluate potential hires’ competencies and job hunters need to be prepared to prove their proficiencies in real time.

Drop or Train?

ZipRecruiter’s study found both healthcare and education eliminated degree requirements for some of their open positions. For example, in healthcare, positions like pharmacists and home health care aides dropped degree requirements. But healthcare is a highly regulated industry with mandatory licensing for some positions. The solution? Employers helping employees obtain the required training and licensing. As for education, last year there were three highly-publicized strikes over issues of large class sizes, salaries not keeping up with the cost of inflation, and lack of resources. While lawmakers, school officials, and unions work to transform the K-12 education system nationally, the teacher shortage is already forcing schools to employ substitute teachers who don’t have teaching credentials. Removing degree requirements from some job descriptions is a reflection of what is already happening.

Now or Later?

For employers, hiring for power skills then paying for technical training seems to be the most practical solution. The question for job seekers is: Should you opt for a short-term certification or pursue a college degree?

Employers want a combination of technical expertise and power skills including communication, problem solving, and leadership abilities. In training for a certification, best practice is to already have those skills. These power skills are often developed through a college education.
Skills-based credentials focus solely on technical competencies and become outdated as technology advances. A degree program focuses on a broad range of knowledge, critical thinking skills, and exposure to diverse perspectives.
Short-term certification programs help you meet the current expectations of an employer. Colleges and universities connect you with professors, alumni, and industry professionals. These connections can lead to internships, job opportunities, mentorship, and impact long-term career advancement.

A short-term certification offers an immediate solution. A college degree builds for a future beyond your first full-time job. Employers willing to drop degree requirements and help with mandatory licensing will cultivate a loyal workforce. Employees opting for technical certifications now can revisit the option of getting a college degree as their careers progress.

Do you have a college degree? If so, what financial impact has it had on your career? If not, same question. Please share in the comments.

Toil and Trouble

This is part three of four in the series: Independently Owned and Operated.

Owning the consequences of your decisions is a cornerstone of successful leadership. It is a necessary step on the path of career advancement. But what about owning the consequences of decisions you did not make? What do you do when trouble finds you?

Responsibility

Everyone has hurdles, setbacks, and challenges. Some you bring on yourself. Plenty of others stem from external factors beyond your control. These are the moments your true character is revealed. However the challenge began, taking responsibility for the outcome indicates you are a resilient and self-aware leader. When you take responsibility for solving a problem you did not create, your colleagues see that you are committed to overcoming the challenge rather than blame the cause of it. And your managers see they can rely on you to address trouble head-on no matter where it comes from. Habitually handling trouble this way helps you generate the trust and transparency necessary for a collaborative and productive work environment.

Accountability

In a fast-paced work environment, errors occur despite your best intentions and planning. It is how you respond to these mistakes that defines your commitment to ownership. Rather than deflecting blame or making excuses, being accountable demonstrates you are willing to learn and grow from the experience. Maybe your project is plagued by unforeseen obstacles. Maybe that sparks tension among your team members. Maybe this sets in motion a series of unfortunate events beyond your control. You may be tempted to play the victim or act out in frustration. Instead, acknowledge the trouble and own the current reality. It empowers you to reclaim control of the situation and enlist your coworkers’ help in overcoming the obstacle. When the crisis is fixed dwell on what happened just long enough to identify any lessons you can learn from it. Seek feedback from both your team and stakeholders. Combine what you learn about the problem, solution, and result. Leverage the input to set a trigger to prevent that particular trouble from tripping the team up in the future. Owning the results helps you develop a mindset of continuous improvement.

Integrity

Owning accountability for results requires the emotional intelligence to both accept praise when things go well and shoulder the burden when they don’t. Learning from trouble requires humility and a willingness to confront your shortcomings with honesty and ethical conduct. Ethical dilemmas are everywhere in the workplace. Your team’s competing interests and values are constantly colliding. Business moves at the speed of trust. You, your managers, and your coworkers must be able to trust each other in order to get anything done. When faced with trouble of this sort, draw on your principles of empathy, fairness, and respect. Do not compromise your values for a short-term gain. It may be uncomfortable to stand firm in the face of conflict, but integrity is a non-negotiable aspect of professional conduct. It lays the foundation for your long-term success as a leader.

What do you do when trouble finds you at work? Please share in the comments.

Bad Blood

This is part two of four in the series: Independently Owned and Operated.

Disagreement over project management, differences in communication styles, and defensive personalities impact people, processes, and profits. When you let go of minor clashes with coworkers you prevent negative energy from impeding productivity for the entire team. But what do you do when you have ongoing conflict with a coworker?

Flip the Script

Conflict is inevitable in any workplace and it’s not always bad. If you expect it, then you are ready to do your part to constructively resolve it. Frame conflict in your mind as a learning opportunity. One of your most powerful tools to disrupt destructive patterns of conflict is active listening. When a conflict sparks, emotions run high, and communication breaks down. By actively listening to your teammate (make eye contact, nod in acknowledgment, paraphrase what you heard, and say it back to them) you demonstrate empathy and a genuine desire to understand their perspective. This not only ensures clarity, it also deescalates emotion. Take ownership of your part in the conflict. This is not an admission of guilt. It’s a declaration of empowerment. It demonstrates you have agency to shape the outcome. After actively listening to your coworker’s position, communicate your position in 30 seconds or less. Use “I” statements to avoid sounding accusatory. For example, say “I feel frustrated when…” instead of “You always do…” Receive their feedback as objectively as possible.

Walk a Mile

Put yourself in your teammate’s shoes. What is driving their behavior? What do they have at stake? Understanding their motivation helps you find common ground. Conflict resolution is not about winning or losing. It’s about working together to move forward. Acknowledge, assume, and appreciate that you both want the best solution to the conflict. If they did not care, then there would not be conflict so get curious. Is it possible to collaborate for a win-win outcome? Can merging your different perspectives address the root cause of your on-going conflict? It’s likely the solution you reach together will be stronger than a solution either of you will achieve on your own.

Recruit a Referee

You may not be able to resolve on-going conflict on your own. When it seems insurmountable, it’s time to bring in a neutral third party, like your manager or someone from HR. Ask them to facilitate a structured conversation. This needs to be a safe space for open communication and a confidential discussion. Do not jump to conclusions or assign blame. Do acknowledge your part in the situation and ask for honest feedback. The third party is removed from the emotion of the conflict and they have a higher-level view of it than both you and your teammate. This, combined with their experience, enables them to give you new ideas for resolution.

Continuous Improvement

Every conflict offers opportunity for personal and professional growth. Make time to reflect on the conflict resolution process. What worked well? What could be improved? What do you wish you’d done or said? What do you wish you had not done or said? Use each experience to refine your skills. Conflicts don’t have to be roadblocks. You can make them stepping stones to success.

Are you in conflict with a coworker? How are you working through it? Please share in the comments.