Inclusive leadership is becoming an essential component of effective team management today and is one key component to managing psychosocial hazards. It is a leadership style that focuses on creating an inclusive workplace environment where everyone feels valued and has the opportunity to contribute and succeed. Inclusive leadership can lead to increased productivity, employee satisfaction, and overall organizational success. In this article, we will discuss how to train supervisors and selected employees in being inclusive leaders, with a specific focus on communication strategies for resolving conflict and dealing with difficult people.
Definition of Inclusive Leadership:
Inclusive leadership is the practice of creating an environment in which all employees feel valued and respected, regardless of their background or identity. Inclusive leaders seek out and encourage diversity of thought, experience, and perspectives in order to drive innovation and collaboration. They foster an atmosphere of trust and respect, where employees feel comfortable sharing their opinions and ideas. Sometimes that involves training others in the team about different cultures, and telling stories about different life experiences to build understanding betweens staff.
Four Essential Skills of Inclusive Leadership:
According to the Center for Creative Leadership, there are four essential skills of inclusive leadership:
1.Awareness
2.Adaptability
3. Curiosity; and
4. Empathy.
These skills can be developed through training programs and coaching.
Communication Strategies for Resolving Conflict:
Conflict can arise in any workplace, and it is important for leaders to know how to handle it effectively. In this discussion, we refer to conflict as ‘
a serious disagreement or argument, typically a protracted one’. Communication is a critical component of resolving conflict. Leaders should encourage open and honest communication, active listening, and seek to understand why there is a difference in perspectives. They should also work to create a safe and supportive environment where employees feel comfortable sharing their thoughts and ideas, without being criticised. It is one of the focus areas of managing psychosocial hazards in the workplace.
People are welcome to have differing opinions, but when it causes stress that interrupts workplace tasks or innovation, it becomes an issue. A leader should be looking for all the possible solutions, and listen with an empathetic ear. The end result of a conflict should not just resolve one the question that lead to the conflict, but look to put in measures to prevent the conflict from arising again. This may include teaching values, breathing techniques or about some differences and how they can coincide. The faster one can resolve a conflict, the less damage it will cause to the workforce cohesiveness.
Dealing with Difficult People:
In most cases, someone doesn’t mean to be difficult or to cause conflict. Still, in some cases, some particularly abrasive people have temporarily become that way because of their environment. Helping difficult people can be challenging, but it is an essential skill for any leader. Leaders should start by moving the conflict to a more controlled environment if it is in the workplace and allow them time to cool off. Then on a one-on-one basis look to understand the root cause of the difficult behaviour and approach the situation with empathy. They should seek to understand the other person’s perspective, actively listen to their concerns, and work collaboratively to find a solution.