Monthly Archives: July 2023

Interpersonal tensions are inevitable at work. But when they go unresolved, they can undermine collaboration, morale, and ultimately performance.

The good news? Anyone — not just managers — can proactively root out problems before they take hold, here’s how.

1. Identify the root cause of the tension.

When dealing with interpersonal friction in the workplace, the first step is to identify the root causes — the true sources of tension.

By approaching such situations with support, empathy, and courage, we can uncover and address the underlying causes of tensions and prevent them from negatively impacting individuals’ well-being and professional development.

2. Seek to understand, not just be understood.

Professional relationships are human relationships fraught with shared misunderstandings. A wrongly placed, unintentional word in a stressful moment, can drive a deep wedge between coworkers. To build shared understanding, it is important to hold space for others’ opinions, empathize with complex and nuanced situations, and take responsibility for nurturing a sense of safety and trust among colleagues.

3. Assess the right time to intervene.

Saying something and not saying something are both choices that carry profound consequences.

Sometimes, an intervention can occur in the moment or shortly after that. If you’re alone with someone who has just shared an offensive, denigrating, or derogatory comment and feel at risk of saying something that may be misunderstood or weaponized against you, wait until there are others around that can offer support or report it to HR or an anonymous hotline.

Many of us want to change workplace conditions so everyone can thrive, yet sometimes, we are terrified of messing up, saying the wrong thing, or not being able to do enough. Addressing interpersonal tensions and toxicity requires an ongoing, proactive effort that fosters empathy, intentionality, and courage.

By identifying the true source of the tension, seeking understanding, assessing when to intervene, involving neutral third parties if necessary, and repairing harm and trust quickly and often, you can prevent conflict from escalating and build a stronger, more connected, and more effective team.

Research shows that over 50% of Gen Z and younger millennials are more burned out than their older peers, and professionals under 35 are the most disengaged, feeling little connection to their colleagues. What can young professionals do to regain a sense of control over their careers and stay engaged without burning out?

Overdeliver selectively.

A good way to grow in your role without burning out is to identify and prioritize the work that will be most recognized by your manager and organization.

To do that, set up regular check-ins with your boss. Use the time to understand your team’s goals and where the company wants to invest its resources.
Then, pick one key goal on your list and strategically plan to overdeliver on tasks related to it.

Find subtle ways to receive recognition.

When you receive positive feedback in a client-facing role, ask your client if they’d be willing to send it to you in writing so that you can share it with your team – and then forward the note to your boss (or ask the client to cc them directly).

If most of your work is already seen by your manager but remains invisible to other senior leaders, suggest that your boss share your learnings with the wider team or allow you to present them in a larger meeting.

Stay connected.

When you’re on the brink of burnout, networking may seem like the last thing you want to do. But in the long term, it’s a useful strategy to increase your engagement at work.

Identify colleagues who can help you learn and grow, who share your values or interests, who inspire you, or perhaps even colleagues who can teach you specifically because they’re different than yourself.

Nearly 50% of promoted people underperform up to 18 months after assuming their roles. This, combined with the high exposure that accompanies promotions and the associated risk of failure, leaves new leaders incredibly vulnerable.
To avoid falling into this trap, and set yourself up for success, consider these common mistakes first-time managers often make and how to avoid them.

Mistake 1
Not realizing you’re on a stage

Gaining positional power impacts how people perceive you. Your team members are now paying closer attention to your words and actions. When you overlook this, you lose out on the opportunity to model positive behaviors.

To avoid this: Become more self-aware, and carefully manage your behaviors. If you want to share an idea in a meeting, preempt it with, “I’m just thinking out loud,” so that your direct reports don’t mistake your words as action items.

Mistake 2
Choosing hubris over humility.

Pretending to know something that you don’t can lead to missed learning opportunities, inaccurate decision-making, and decreased trust and credibility if you’re caught.

To avoid this: Be humble. You can’t know everything and good leadership is about asking thoughtful questions to close your knowledge gaps. Be curious, ask for help, and listen to feedback so you can learn and grow as a leader.

Mistake 3
Only sticking to what you know.

Often, new managers fail to realize that their job is now to develop others. Not understanding that can stunt everyone’s growth and lead to burnout and poor performance.

To avoid this: Understand your team members’ strengths and interests, and assign tasks that align with their growth goals. Coach them when they’re struggling and help them secure the resources they need to get things done.

Mistake 4
Failing to ask for feedback.

Some managers fear critical feedback or view it as a sign of weakness. Other managers are simply unaware of its significance for their performance and growth.

To avoid this: Seek direct and specific feedback from your boss and team. Encourage your direct reports to be honest with you. From time to time. Ask, “What’s one way I could be more effective in this role moving forward?”

Need help getting to grips with your new role?
Email us at info@primekbsinstitute.org or call +234 (0) 803 308 2815, +234 9169413405, +234 9131953169