A great leader cannot accomplish

anything on their own, but a bad boss

can often singlehandedly ruin the culture
and results of an organization.

- Amir Ghannad
Author of the
Transformative Leader
1. It unifies teams around a shared
purpose.

2. It allows leaders to inspire and

motivate their teams.

3. It creates a sense of belonging and

purpose.

4. It makes each team member feel

valued and integral to the collective
success.
1. ACTIVE LISTENING
Involves understanding not just what is being said, but how it’s being
said, and considering the broader context of the conversation.
2. CLARITY
Avoid jargon and are specific in their language, ensuring that
their messages are easily understood.
3. INTEGRITY
Ensure your words match your actions, reinforcing your
message and maintaining integrity.
4. EMPATHY
Understanding and addressing the emotions of others
5. ADAPTABILITY
Be open to constructive feedback and adjust your
communication style based on the audience and
context.
6. INSPIRING AND MOTIVATING
Convey a compelling vision and motivate others to
engage and take action toward shared goals.
STRATEGIES FOR EFFECTIVE COMMUNICATION
WITH YOUR GLOBAL WORKFORCE
1.
This helps employees understand and respect each
other’s perspectives, fostering a more inclusive and
harmonious work environment.

2.
Provide opportunities for employees to share their
thoughts, ideas, and concerns.

3.
Leverage technology to facilitate virtual collaboration
and to addressing language barriers.

4.
Encourage employees to develop cross-cultural
competence by seeking opportunities for cultural
immersion and learning.
STRATEGIES FOR EFFECTIVE COMMUNICATION
WITH YOUR GLOBAL WORKFORCE
5.
Practice being aware of your body and facial
expressions in your daily communication to start
understanding where you can improve. armonious
work environment.

6.
Stay flexible and adaptive to evolving needs and
preferences within your global workforce to ensure
ongoing engagement and collaboration.

7.
Demonstrate active listening, empathy, and clarity in
your communication style. Be accessible and
approachable to all employees, regardless of their
location or background.
It is a powerful force in an organization
that causes disagreement through which
two or more parties perceived a threat to
their interest, needs, or concern.

DYSFUNCTIONAL CONFLICT
It can can also be termed as “Destructive
Conflict” as its primary nature is focused
on emotions and differences between the
two parties.

CONSTRUCTIVE CONFLICT
This is having the behavior of being
adaptive and responsive to the situation. It
is also called as “Functional Conflict”
STRATEGIES FOR CONFLICT
RESOLUTION IN THE WORKPLACE
1. STRATEGIES FOR CONFLICT
RESOLUTION IN THE WORKPLACE
When embroiled in a conflict, we need to try to
overcome our self-centered fairness perceptions.
We might do this by jointly hiring a mediator who
can help us see one another’s point of view.

2. AVOID ESCALATING TENSIONS WITH

THREATS AND PROVOCATIVE MOVES.
There’s a time and place for litigation, but threats
and other attention-getting moves, such as
take-it-or-leave-it offers, are often a mistake.

3. OVERCOME AN “US VERSUS THEM”

MENTALITY.
Whether dealing with conflict as a group or on
your own, you can overcome the tendency to
demonize the other side by looking for an identity
or goal you share.
STRATEGIES FOR CONFLICT
RESOLUTION IN THE WORKPLACE
4. LOOK BENEATH THE SURFACE TO
IDENTIFY DEEPER ISSUES.
Take time to explore each other’s deeper
concerns. Listen closely to one another’s
grievances, and try to come up with creative
ways to address them.

5. SEPARATE SACRED FROM PSEUDO-

SACRED ISSUES.
Conflict management can be particularly
intractable when core values that negotiators
believe are sacred, or nonnegotiable, are
involved, such as their family bonds, religious
beliefs, political views, or personal moral code.
 COMPETING
Pursuing one’s own interest at the

STRATEGIES FOR CONFLICT

expense of other party. The approach is
usually used when the issue is
important. "I win, You lose” “If you don’t

RESOLUTION IN THE WORKPLACE

accept this offer, the deal is off”

ACCORDING TO THOMAS-KILMANN CONFLICT MODEL COLLABORATING

Reflecting a desire to give both
parties what they want. “Let’s see if
we can find a solution that meets of
both our needs”. “Win-win
situation.”

AVOIDING
Ignoring the conflict or denying
that it exist. However, it can
drawback when an important
issues are involve. “No winners/no
losers”.

ACCOMMODATING
Low concern for your interest and a
high concern for the interest of others.
This is also appropriate in recognizing
your wrong. “I lose/You win”

COMPROMISING
Each side sacrifices something in
order to end the conflict. “Maybe we
can meet in the middle”, “Both of us
win some, and lose some.”
A process in which two or more parties
make offers, counteroffers, and
concessions in order to reach an
agreement.

DISTRIBUTIVE NEGOTIATION
Any gain to one party is offset by an
equivalent loss to the other party. It
structures the conflict in a win-lose way, it
tends to be distributive and adversarial.

INTEGRATIVE NEGOTIATION
A win-win negotiation in which the
agreement involves no loss to either
party. It helps to build a good long-term
relationships, and minimize grudges
between the parties.
 Achieve the win/win
01 The real outcome is the creation of a positive
environment to move forward together.

Emotional Intelligence
02 Being aware of and managing emotions—both
yours and others—can create a calm, constructive
negotiation environment.

Communicate flexibly
03 Leaders must adjust their approach based on
changing circumstances.

Persuasive Communication
04 Articulating your position clearly while persuading
others to align with your goals is a core aspect of
negotiation.
 Problem-Solving and Creativity
05 Negotiations often require innovative solutions to
satisfy all parties involved.

Assertiveness and Confidence

06 Leaders must advocate for their organization’s
interests while maintaining respect for others.

Strategic Thinking
07 Leaders must think long-term and align
negotiation outcomes with organizational goals.

Closing and Commitment

08 Effective leaders know when and how to close
negotiations
agreements.
and ensure commitment to
BUILDING AND LEADING
HIGH-PERFORMANCE TEAMS
1. DEFINE ROLES AND RESPONSIBILITIES CLEARLY
This will help reduce confusion and conflict and allow your team to work
more efficiently.
2. SET CLEAR GOALS AND OBJECTIVES
This will help to ensure that they stay on track and that you can identify
any areas in which they may need improvement.

3. COMMUNICATE REGULARLY
Make sure you regularly communicate with your team members so they
are always aware of what is happening.
4. PROVIDE CONSTRUCTIVE FEEDBACK
This will help them learn and grow and help you identify any areas that
need improvement.
5. ENCOURAGE TEAM BUILDING
Activities like team-building exercises can help team members get to
know each other better and build trust and cooperation.
6. REWARD SUCCESS
Make sure your team members have the resources they need to be
successful. Each member of the team should feel like their input is valued.
BUILDING AND LEADING
HIGH-PERFORMANCE TEAMS
7. LEADERSHIP AND HIGH PERFORMANCE ARE LINKED
effective leaders know how to create an environment that motivates their
team members to perform at their best.
8. GET TO KNOW YOUR TEAM MEMBERS ON AN INDIVIDUAL LEVEL
Take an interest in their lives and show that you care about them as
people, not just as employees.

9. BE FLEXIBLE
Things will inevitably change and go wrong from time to time, so you
must be able to adapt and adjust as needed.
10. BE WILLING TO MAKE MISTAKES
What separates great leaders from the rest is their ability to learn from
their mistakes and use them as opportunities to grow.
11. WORK ON CONFLICT MANAGEMENT
It’s important to remember that not all conflict is destructive. Some level
of disagreement is healthy and can help stimulate new ideas.
12. ENCOURAGE CREATIVITY
Creativity can help your team members find new and innovative ways to
solve problems and help them come up with new ideas and approaches.