Originally posted 08-12-2010. Reposted 03-01-2012.
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Something readers of my Triple-Threat Leadership eBook have noted is related to conflict. They’ve noted that, more often than not, conflict occurs between people on opposite sides of the leadership style spectrum. Here are some things people think about those who are their leadership-style-opposites:
- Supporters think that Achievers are too competitive and “hard core”.
- Achievers think Supporters are too soft.
- Energizers think Organizers are too controlling and rigid.
- Organizers think Energizers are non-committal unstructured.
- Theorizers think Connectors are too busy with people to make future plans.
- Connectors think Theorizers are too conceptual and need to get out more.
Leaders often think that conflict is the result of differing opinions about what should be done, but most often conflict is simply the result of different values. A person’s leadership style is directly tied to what a person values. Thus, it’s probable that any conflict your team experiences is not really about what each party wants to “do”, but about what each party values.
- Achievers value accomplishing goals
- Supporters value helping people
- Energizers value generating momentum
- Organizers value building systems
- Theorizers value developing ideas
- Connectors value developing people
It’s vital for leaders to understand that people who don’t value what we value are not dumb, mean, or manipulative; they are just different. When you experience conflict on your team, identify the leadership styles of the people in conflict. Then have each party talk openly about what they “believe” rather than just what they want to “do”. Once we are able to see why a person is so passionate about their side of the conflict we are more likely to understand their position and reach an agreeable solution.
More information about these six leadership styles and an assessment for identifying a person’s leadership style are found in my Triple-Threat Leadership eBook.