Excuses, excuses ...(SELECTED TOPIC)

One of the most pervasive problems within executive ranks is the frequency with which they avoid conflict. This article presents a compendium of their excuses and attempts to dismantle each by revealing the flaws embedded within.

Excuse #1: I'm just not good at handling conflict. So GET good at it. Needing to improve your skills with conflict doesn't justify avoiding it in the present. Try this four-step formula when addressing your adversary: "When you--; I feel--; because--; therefore--."

Excuse #2: If I'm not feeling it, it doesn't exist. If you're refusing to act because you've experienced no ill effects from others' conflict, understand that your immunity doesn't invalidate others' pain. As the boss, you have a fiduciary responsibility to facilitate resolution among feuding subordinates whether it's affecting you or not.

Excuse #3: If I ignore it, it'll go away. I call this the ostrich mentality. You can certainly stick your head in the sand, but not without simultaneously offering up what--for most of us--is a much larger alternative target, which will be much easier to hit since you're standing still! Ignoring conflict just increases your risk.

Excuse #4: If I confront, the conflict will get worse. When executives tell me why they think confronting conflict will make it worse, their reasons are more often based on assumptions than on actual experience. Are you making negative assumptions about what would happen if you confronted conflict in order to justify inaction?

Excuse #5: It's not urgent, and 1 have other priorities. Are you feigning other priorities to justify not having to deal with conflict? Understand that conflict doesn't have to be urgent to poison the work environment. Allow tow-grade hostilities to ...