In the high-stakes world of startups, conflict is not only inevitable but can also be beneficial. However, it’s important to remember that company culture is shaped by real reactions and interactions, not merely the values displayed on the wall. If team members witness the founders or leadership team engaging in heated, unproductive arguments, it doesn’t foster a respectful, growth-oriented culture.
The good news is that it’s possible to mend this dynamic and work towards handling conflict in a healthier manner. In a recent episode of Build Mode, Ian Schmidt, a strategic advisor at Trimergence, shares insights on how founders and teams should upgrade their personal operating systems. Trimergence is a consultancy firm that helps leaders enhance their effectiveness from the inside out.
Schmidt suggests, “Businesses operate on a human operating system that requires periodic updates, much like your product or go-to-market strategy. We collaborate with leaders and teams to map out their operating systems – how they think, handle conflict, make decisions – and provide them with what we call a noise reduction algorithm.”
Implementing this advice means that founders can develop frameworks for managing conflict and change when the team consists of just two or three people. If executed correctly, these frameworks can scale with the company’s growth.
Schmidt proposes a practical framework that any founder, leader, or team member can employ when confronted with conflict:
Pause and Conduct an “Internal 360” Review of the Situation
When a conflict escalates, it’s crucial to take a moment to assess the situation and your role in it. Perhaps you contributed to the tension or created an uncomfortable moment in front of your team. Instead of rushing to a resolution, take time to self-evaluate, acknowledge what transpired, and consider the potential impact on others.
Connect the Incident to a Pattern
Instances of heated conflict rarely occur in isolation. Recognize the patterns behind such behaviors. As Schmidt explains, “Connect the incident to something you know about yourself. Maybe it’s something your partner often points out, or a recurring behavior pattern, or feedback you’ve received in the past. This way, you consider both the situation and the pattern.”
Engage with Those Affected
After reflecting, reach out to your team members to mend any interpersonal rifts that may have occurred. In this conversation, it’s helpful to acknowledge the incident, take responsibility for your part, and ask them how they experienced it. Be open to their feedback and use the conversation as an opportunity for recalibration.
This approach promotes openness, accountability, and ultimately fosters trust within the team, leading to more constructive conflicts in the future.
You can listen to the full Build Mode episode to learn more tactical tips for strengthening your team.
If you’re a startup founder with an MVP, consider applying to Startup Battlefield. Make sure to mention that you heard about Startup Battlefield from the Build Mode podcast. You can apply here.
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Build Mode is hosted by Isabelle Johannessen and produced and edited by Maggie Nye. Morgan Little spearheads audience development. Special thanks to the Fonderie and Cheddar video teams.
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