Jonas and Lucie, your two top sales reps, sent you a meeting invite with the subject line: Global Client Allocation Emergency. Need You to Resolve!
Your first thought is, “Here we go again! I need to resolve another global client allocation issue between these two. Why can’t they just follow the territory guidelines and ‘play nice.’ Every time there’s an issue, I need to jump in, call a meeting with my peers, and decide who gets the credit. We end each meeting with a plan, but they always return with the same issue packaged differently. I’m exhausted by this process!”
Then you have an alternative thought: “What if I stop resolving conflict for them (baking cookies) and instead coach them to resolve the allocation issue themselves—permanently? Oh, the time and headaches I would save!”
Remembering the conflict resolution training you recently attended:
“Most conflicts are rooted in unclear expectations. No matter what the persons enmeshed in the conflict believe, most conflict level intensities are low (a simple difference in opinion, misunderstanding, or disagreement, versus serious discord or polarization).”
That said, the recurring conflict between Jonas and Lucie might be rooted in unclear expectations. It is not the intense issue they perceive it to be.
With that understanding, you decided to tackle the issue.
Return to the prep exercises and answer the questions related to the Case Study.
