When people work together to create shared leadership, disagreements and disputes are inevitable. As problems arise, they often want colleagues, direct reports and the leader to change their views, decisions or behavior. Since everyone is likely to feel that way about the others, and no one has a monopoly on the truth, powerful influence skills are required. At the same time, each person must be open about their preferences and beliefs, and open to the influence of those who disagree with them. Leaders and team members alike must be able to resolve the inevitable disagreements that come from making tough decisions together, and from interacting in the many ways that people do when they work – or don’t work – together.
Supportive Confrontation is what we call the art of powerful talk that can resolve interpersonal tensions in the workplace and elsewhere. We will show you how this method confronts the problem in a way that minimizes defensiveness and enhances joint problem-solving. The key to Supportive Confrontation is talking only about what you really know – your own reaction to the behavior in question, not your interpretation of the other person’s motives or character. If you use Supportive Confrontation effectively, you can move interpersonal mountains and achieve resolution.
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