A Manager’s Guide to Compromise

Disputes arise everywhere, and workplaces are no exception. When such disagreements occur, compromises usually resolve them much easier, help people get back on track, and develop solutions faster. Compromise is an essential and effective tool, particularly when it gets used appropriately. As a modern-day manager in a workplace, there are simple tenants and practices that one can follow for efficient compromises.

A compromise results from two parties not agreeing on a matter or an issue and deciding to find a solution to the challenges they are facing mutually. Sometimes, compromise gets referred to as the middle ground. Some of the application areas where compromise occurs include salary negotiations, responsibilities, and strategy meetings. Below are some of the principles any manager can use as a guide to compromise.

Understand What’s Worth Your Compromise

One can compromise on issues more than others, and it’s important not to get distorted and compromise what is not supposed to get compromised. Issues to do with ethics or moral obligations as a person are hard to compromise. Any manager who wants to succeed in their work must recognize what is worth their compromise and separate those issues with what they feel like matters of principle they cannot compromise. Such ability gives and returns power to the manager, and they remain relevant and significant.

View Compromise as a Sign of Strength, not Weakness

The majority of people have a narrow view of compromise as a sign of being weak, but contrarily, compromise is a sign of strength. Disagreeing is not a battle and letting your opponent understand it gives you power over the other party. Managers should always keep it in the back of their mind that they are working with teams and the end goal is achieving the same purpose. A manager must be able to find a middle ground that demonstrates confidence and solves the situation that had brought about the disagreement.

Be Honest and Transparent With Your Intentions

For instance, when one finds themselves in the sales negotiation table, their sis this tendency or behavior where opponents usually hinder or conceal their intentions and persuade one to join their team. Such is different from what compromise stands for; your intentions must be direct and true to the cause with compromise. Trying to be clever and moving other people from their position doesn’t qualify to be a compromise; compromises dictate that when you don’t agree with something by matters of principle, you let it get known out rightly.

Try and Find the Actual Needs of Your Opponent

It’s not healthy as a manager to refer to your co-workers as an opponent but instead as a partner, but in this case, we use the word opponent to refer to the party one is in disagreement with. A manager should be in a better position to understand the actual needs of the other party causing this confrontation. Use the best tools and avenues available at your disposal to acknowledge and find their true intentions and needs before compromising.

For instance, you might get faced with an employee complaining about the responsibilities assigned. In such a case, a manager needs to dig into their qualification, skill level, and duties they get tasked with their roles. Digging deeper allows one an opportunity to come up with practical solutions that are agreeable to both parties.

A manager should exercise a lot of restraint when arguments arise, and before considering compromising, they should look for avenues to solve the crisis beforehand. The majority of the time, the solutions lie within. Also, asking and accepting suggestions from outside helps build a formidable compromise that is helpful to all parties. To help keep track of your employee engagement and reward their participation, you can use some employee engagement software.