A critical component of that much-misused term EQ (emotional quotient) is the ability to balance conflicting interests. You will be exposed to different stakeholders who will have agendas very different from yours or from each other. the higher up the ladder you rise, the larger the perspective you will be exposed to. internally, you will get to interface with the different operational units. externally, your input-output stakeholder reach also expands (vendors, suppliers, agencies, clients, influencers, government).
though on most occasions you will represent one side of the negotiation (or conflict) table, you will also get the chance to moderate and remain the third party. during these times, you will need to show that all parties have had their chance to air their sides, or at least believe that they have been heard and understood. listening is so critical. so is empathy. echoing their sentiments, paraphrasing it to show your comprehension will be the necessary evidence of this.
sometimes, all it takes is for people to know and feel that they are sincerely understood, even if ultimately, the outcome will not be of their preference.
of course in other times, judgment will need to be made. you will weigh options and sides based on fairness, merit, impact, urgency, greater good or lesser evil. a compromise may be the best, if there is possibility of one.
finally, your ability to deliver the outcome will depend, again, on the skill of communicating empathy. then you will need to be resolute. firmness becomes important as opposing parties may still try to influence the outcome. your impartiality and comprehensiveness in arriving at the decision will be greatly appreciated ultimately.
feel good about the decision. continue to communicate to the parties involved, beyond the table. build those bridges. you might need to walk on them sooner or later again.
- Posted using BlogPress from my iPad
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