In
Part 1, we explored what causes Staff
conflict. This month we will address what leaders can do to
turn the conflicts around using effective goals.
Three primary causes of Staff conflict are 1) the lack of a clear
vision, 2) a sense of belief that problems will not be resolved
and that how things are done will never be different, and 3) a perception
of a powerful entity that creates a "we-they" dynamic.
In his book Leadership
Without Easy Answers, Ronald A. Heifetz describes the requirements
of leaders. His list of key activities on the "to do"
list of effective leaders is to "Bind people together by listening
then powerfully articulating their values, hopes, and pains."
Leaders must "weave these hopes into some image of the future"
(vision). When "painting the picture" of the future remember
the 4 C's. The image of the future must be Clear, Compelling, Communicated
and Credible. If every Staff member can imagine their part in the
future Spa, their attention will shift from the bickering of today
to the belief in tomorrow. A journalist happened on to the scene
where several workers were laying bricks. The journalist asked the
first worker what he was doing what he was doing and the worker
replied, "Isn't that obvious? I am laying bricks." When
the same question was asked of the second worker the reply was curt.
"I am building a wall." When the next worker was queried
his reply was different. He laid down his trowel and as tears filled
his eyes he said " I am building a cathedral". All three
were doing the same task but with different visions. Of the three,
which will be the most likely to engage in petty arguments and bickering
with the other workers? If a Staff can "see" a future
picture of something worth doing, they shift their focus and motivation
increases. And with the improvement in focus and motivation the
financial situation also improves. Of the three bricklayers, which
do you believe will change jobs for 5 cents/hour?
Likewise, effective leaders understand that hope is a powerful
motivator. If there is no reason to hope for a better day or there
is a sense that problems are insurmountable, the Staff will begin
the blaming game. Most problems have causes and resulting effects.
By establishing ways to identify all of the problems and then looking
for common causes and trends, the Spa leaders can begin to ask questions
that separate the vital few from the trivial many. Because not all
problems can be eliminated instantly, effective leaders prioritize
and look for patterns and root causes. Because most problems are
caused by how the Spa is organized and managed, solutions must focus
on the interactions rather than the actions. As resources are used
to more successfully solve problems, Staff will begin to focus on
the problems rather than each other.
We are all "in the same boat". Most of us were taught
that every problem had a solution and that there were a few gifted
ones and especially teachers that knew all the right answers. They
were the special one and the rest of us were not. That was a set
up. In the real world where we work everyday, no one has all the
answers. We must work together to figure out what will work best.
If someone believes that "they" are "special"
and "we" are not, resentment builds when the supposedly
"all-knowing ones", "teachers" and gifted ones
fail to help the rest of us. Internal competitions such as "employee
of the week" set up a "we/they" which is toxic to
teamwork. Contests create 1 or 2 winners which means the rest of
us are, well…, losers. The best Spas set up the contest so
that everyone wins. When the Spa is not longer staffed by rare winners
and plentiful losers, the competition for being named "the
special one" will end. Spa team goals such as getting an ever
increasing number of referrals from Guests will work better than
"win/lose" games.
Through the creation of measurable goals such as Spa team goals
for Guest referrals, satisfaction, loyalty and number of problems
permanently solved, Spa leaders are doomed to continue dealing with
conflict, turnover and unpredictable Spa performance. The vision
of Spas being places that consistently deliver peace and harmony
on both sides of the desk is possible. If we can imagine that, it
is simply a matter of time until we can measure our progress and
make it the reality.
~ Linda
Making Spa Peace and
Harmony a Reality Part 1:
Dealing With Staff Conflict
The
International Standards of SpaExcellence(SM)2007
A Quality Management and Certification Framework for Spas
written by Linda Bankoski and Julie Register of SpaQuality LLC
Leadership Without Easy Answers
by Ronald A. Heifetz
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