Conflict is unavoidable. It's a fact of life and a crucial component of a growing organization. Even we lonely consultants, who get to live within the simplest organizational structure, face conflict (Oh, no I don't! Oh, yes I do!).

The key to being a more effective leader is to manage our reaction to conflict. We usually have five choices (Thomas-Kilmanm styles): avoid, accommodate, compromise, compete or collaborate. Most individuals lean toward one of these conflict modes. However, which tactic to employ depends on the specific situation.

Some conflicts are better to avoid or just accommodate. But, an excess of avoidance or accommodation can easily morph into an abusive situation. A compromise is a healthy approach except where it neglects to actually solve the original problem. In a few cases, it is necessary to push (compete) to be heard, especially when the stakes are high. However, people with a highly competitive nature can be too quick to move forward at the expense of others' needs. A willingness to collaborate, especially in a culture that doesn't view this as a weakness, can be effective. And, it is really satisfying when it results in a win-win scenario.  

A few key elements to keep in mind when facing stressful conflicts is:

2. Does your 2011 budget reflect your priorities?
 
'Tis the season for 2011 planning. Not to be confused with the more immensely popular time of unlimited holiday spending. In my experience, too few organizations link their strategic objectives to their annual budget. Instead, departments duplicate their 2010 budget spreadsheets and then spend as much as possible the first quarter of the new year only to face the dreaded but inevitable overhead reduction crisis in the fall.

This method of financial management doesn't take into account changing priorities and revenue projection risks. Nor does it encourage asking important return-on-investment questions such as:

• Is the 2011 budget consistent with the most likely revenue projection (as opposed to a best case scenario)?
  
• Will someone's (your?) new special initiative directly contribute to achieving overall growth objectives? And, is there a decision making process in place to facilitate these investment decisions?
  
• Is there a less costly way to accomplish internal improvement projects?
• Was the 2010 budget for an internal service area insufficient (or too excessive) to meet the organization's needs?
• Are anticipated key hires consistent with strategic direction and critical skill needs?
• For that matter, do you have a strategic direction?

These are just a few of the reasons over 65 government contractors have had me facilitate their strategic planning process.

Give me a holler for an enjoyable planning season!
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3. Winning and Managing Government Business (click to read more or order)

"Winning and Managing Government Business is a concise, easy-to-understand and to the point overview of securing and doing business with the federal government. It provides step-by-step instructions on approaches for penetrating government markets, how to do your prep work prior to proposal time, and then how to respond and win opportunities. It's a definite must read if you're new to the government space. It's also very handy if you're a savvy veteran as it's full of checklists, timelines and templates you can use in real world situations. I've been involved with government contracting for over 15 years and found this book to be very useful and practical."
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The Enlightened Manager (click to read more or order)

"Whether you are new to a management role or a 25 year management veteran, these 20 concise morsels of enlightenment are the heart of being a successful leader. Worth reading every year !!"
- Business Confluence