Talk about a time you had to use conflict resolution skills in a business setting. What was the situation and the outcome, and how did you positively influence that outcome?
In this role with AlphaSights Ltd, chances are that you will work with clients who don't see eye to eye, and you will become the mediator between them with your expertise. Before the interview, think about your conflict resolution skills and highlight those with an example of a time you used them. Ensure that your interviewer walks away from your conversation knowing they can trust you with their clients.
"In my current role, I was asked to mediate between two sales managers who did not see eye to eye in future planning processes. My approach to this situation was to first meet with each manager to get their perspective on the situation, and, lo-and-behold, each manager felt disrespected by the other. With that in mind, my approach to coaching their relationship focused on empathy and the ability to see things from each other's perspectives. I held an open forum where each could talk about times they felt disrespected by the other, and I think it was eye-opening for them. At the end of that single conversation, both realized that they were in competition with each other, and both agreed to work hand in hand for the betterment of the organization in the future."
"I think conflict in the workplace is best settled when both parties understand and acknowledge the perspective of others and come to a mutual agreement to plan for differences. It is foolish to think that every relationship within a business setting is going to be 100% perfect, so these agreements are necessary. I did this with two nurses who worked side by side in an Emergency Department setting. The conflict began the first time they worked the same shift, and hard feelings only festered from there. As a facilitator, I promoted open and respectful dialogue between them about what bothered each person in their relationship. Each had their own unique upbringing in the healthcare world and differing perspectives on ideal care for patients, even when each of their philosophies fell under the expectations of the department. During that dialogue, the two nurses worked out a plan to handle each other's differences without being prompted by me."
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Anonymous Answer
When leading a new team of managers, I had one, in particular, that was struggling. She was internally promoted the year before and was managing one of the top businesses for the brand in the US. The manager was in conflict with a supervisor who often challenged her authority. I listened to both sides and was able to identify that the manager needed additional help and training post-promotion and that the employee was indeed quite combative and perhaps had some unrealistic expectations of her manager. Through a collaboration with the manager, we sat down with the struggling employee and eased her concerns while reminding her that we are all working together towards the same goal and everyone is human, and there is always room for growth. The feedback was taken on board. We also made sure to set clear expectations around respect and professionalism in the workplace. Ultimately, with more coaching, the manager was able to better manage her employee and adapt her leadership style by identifying that her employee's motivators were different than her own. By doing this, she gained her employee's buy-in, and they ultimately developed a very healthy working relationship together.
Rachelle's Feedback
You use the STAR framework nicely - offering up a firm overview of your story-based example. I recommend removing names and streamlining your response a touch. I have offered a suggestion below.
"While working for Company ABC as a (job title), I heavily coached a new manager who was struggling. This manager conflicted with a team member who often challenged her management authority. I listened to both sides and was able to identify that the manager needed additional help and post-promotion training. I also found the team member to be quite combative with some unrealistic expectations of her manager. We sat down with the team member and eased her concerns while reminding her that we were all working together towards the same goals. In reverse, we made sure to set clear expectations around respect and professionalism in the workplace. Ultimately, with more coaching, I was able to strengthen the capabilities of the manager. I taught her how to adapt her leadership style to her team members' motivators and personalities. By doing this, she gained buy-in, and the two parties ultimately developed a very healthy working relationship."
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