If you’ve been in leadership long enough, you’ve witnessed difficult personalities within every level of the organization, from the C-suite to the employee and from the boardroom to the classroom.
Sometimes the most difficult people are brilliant, talented, well-connected and resourceful, yet working with them is energy-draining. At first, it seems that the problem is personality, temperament or positional power. The tendency is to cope using aggression, avoidance or appeasing.
The real problem is how we mismanage conflict by resisting it. Resistance slows us down, yet we all resist. We resist looking honestly at what’s required of us in a difficult situation. We resist initiating an honest conversation that could promote understanding. We resist our own growth when we use aggression to even the score or appeasing to keep the peace.
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