Independent Banker - January 2025 - 28

PORTFOLIO LEADERSHIP AT ALL LEVELS
8 healthy habits for
conflict resolution
By Lindsay LaNore, ICBA
everyone space to share their
perspectives and describe their
needs. Be patient with one another.
6. Pay attention to phrasing and
nonverbal cues
When dealing with confl ict, listen to
the other person's phrasing of words.
Consider responding using their same
phrasing. This demonstrates you were
listening carefully. And if the person's
nonverbal cues aren't matching what
is being said, ask for clarifi cation to
ensure the facts and feelings of the
situation are shared openly.
W
e're all diff erent. We work
diff erently, and we have
diff erent opinions, biases and
values. Some of us thrive under
pressure, while others shy away from
confrontation. Put enough people
together in a workplace, even the most
harmonious one, and confl ict is bound
to happen from time to time.
It's never fun to address it, but
confl ict resolution is an essential
leadership skill. Leaving a challenging
situation to blow over-or worse,
brushing it under the carpet-doesn't
solve the problem. Avoiding festering
issues is bad for morale and therefore
bad for the bank.
That's why you need to train
your team in confl ict resolution,
if possible, and set the tone as the
leader of your organization. Try out
these tips the next time you face a
challenging situation.
1. Stay calm
Yes, this means taking that deep
breath as needed! You have more
control over your own reactions than
you have over other people's actions.
Switch to problem-solving mode, and
keep your personal feelings out of
the situation.
2. Think through all the issues
in the conflict
Break down the confl ict's issues
by considering the needs of the
individuals involved, the team's
needs and the bank's needs.
3. Keep your focus
Pay attention to the confl ict at hand,
not past ones. Dredging up the past
isn't going to help in most situations.
4. Be an unbiased mediator
If you are mediating a disagreement,
make sure you don't take sides or
that you could be seen as taking sides.
If you feel you can't be impartial,
fi nd a neutral party to mediate
the situation.
5. Maintain open lines
of communication
Listen carefully and actively. Give
7. Look for common ground
Do all parties in the confl ict ultimately
have the same goals? Find a way
to pull them back to that place.
Establishing agreement in goals
before moving to resolution can help
keep the resolution on track. Then,
discuss options and take time for
each party to sit with those options.
In some instances, you'll have to fi nd
a compromise. For example, if two
team members want the same role in
a project, split the role into two and
make them co-leaders, with slightly
diff erent focuses.
8. Decompress as needed
Have breaks in the discussion to help
alleviate the tension. Give everyone
room to breathe.
However you resolve the confl ict, act
quickly and stay positive. Set the tone
for an open and transparent work
environment, and encourage healthy
discussions, even if getting through
them can be painful at times!
Lindsay LaNore (lindsay.lanore@
icba.org) is ICBA's senior
executive vice president and chief
learning and experience off icer.
28 // ICBA Independent Banker // January 2025
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Independent Banker - January 2025

Table of Contents for the Digital Edition of Independent Banker - January 2025
