Veja como você pode cultivar uma comunicação aberta para evitar conflitos em sua pequena empresa.

At Kyptronix LLP, we take active listening seriously. When team members speak, we give them our full attention—no checking emails or multitasking. We show we’re listening by summarizing their points and asking questions to clarify. This approach prevents misunderstandings, fosters respect, and builds a trustworthy team dynamic. It’s all about making sure everyone’s voice is heard and valued!

In my experience, gossip is the destroyer of morale and culture. Active listening is important but you if want to make sure misunderstandings and conflicts are avoided in your workplace, make gossip forbidden. Active listening will show caring, making sure no one talks behind their backs will be powerful in instilling respect and trust.

Cultivating open communication to prevent conflicts in a small business involves establishing clear expectations, promoting a safe environment, and actively listening to employee concerns. Outline communication guidelines and ensure that all team members understand the importance of open dialogue in fostering a positive work environment. Create a safe space for employees to voice their opinions, share feedback, and raise concerns without fear of repercussions.

As an entrepreneur for more than a decade, I’ve learned that active listening is crucial for preventing conflicts in my business. By giving my team members my full attention and showing that I VALUE their input, I’ve been able to build a culture of respect and trust. This has helped to prevent misunderstandings and resolve conflicts quickly and effectively.

I used to have staff meetings where I would talk and everyone would listen: Mistake. Whether you have a team meeting or a meeting one on one, make sure the team makes up the agenda and runs the meetings. If you have a meeting one on one, make sure the person has an agenda and is pro-active in the meeting with you. Make sure that they can bring up any topic, no matter what. This will create an environment of openness and allow team to be part of running the business, just not working there. It may surprise you want they bring up and you will surprise them that you allow the conversation to happen! Personal growth for them...and you!

At our firm, we prioritize open communication and teamwork by holding two team meetings each day. These daily sessions help us drive production and address any immediate concerns, making it a rewarding experience for all team members. Additionally, we hold a longer, weekly team meeting to dive deeper into concerns, review policies and processes, and share new ideas. These meetings create a structured and safe space for open discussions, fostering collaboration and ensuring that potential issues are addressed early. It’s a proactive approach that helps our team stay aligned and thrive together.

When a young manager, I thought my job was to give direction, not listen to my team's ideas. Very poor, but I had some great mentors and learned. It is a matter of creating an expectation that you expect and value feedback, that is the key to creating a great feedback culture. I would: 1. Let them know from day one your expectations around feedback; 2. No matter what the feedback, do not criticize, but rather thank the person for it; 3. Remember, compliment publicly, criticize in private; 4. Any potential conflict should be addressed asap.

FEEDBACK CULTURE ISN’T JUST NICE TO HAVE—IT’S ESSENTIAL. When I ran my business, I saw firsthand that OPEN COMMUNICATION prevents conflicts from spiraling. Feedback should be a DAILY PRACTICE, not limited to performance reviews. It’s about GROWTH, NOT CRITICISM. I taught my team to give feedback with care and to receive it with grace. When feedback is WELCOMED and not feared, your team becomes stronger, more resilient, and open to growth. THAT’S when you’ll see real change—both in individual development and team dynamics.

Only give feedback after the other party has given their 𝐜𝐨𝐧𝐬𝐞𝐧𝐭. ✔️ You don't always feel able to accept and process feedback openly. Therefore, consent is the most important prerequisite for active dialogue. If in doubt: discuss the feedback in a different environment at a different time in an appointment that clearly serves the feedback purpose.

I call this "The Ground Rules." Convey what your what your communications responsibilities, for example, I will: 1. Listen to you respectfully; 2. Answer all of your questions as best I can; 3. Be open to your suggestions; 4. Never talk about you behind your back. Then I would convey their responsibilities are around communications. Their responsibilities are: 1. To participate in meetings; 2. Asking questions; 3. Giving Suggestions; 4. Never participating in gossip about anyone, anytime. Then stick to the Ground Rules.

Die Politik der "offenen Tür" ist ein missverständlicher Titel. Viele Führungskräfte sind den ganzen Tag "in Beschlag" mit Terminen, Besprechungen, Sitzungen. Und zwischendurch ist die Türe jederzeit offen für Jedermann. Ein wunderbarer Weg in den Burnout... denn - wir brauchen lange bis wir uns in ein komplexes Thema eingearbeitet haben. Solche Führungkräfte fangen oft ab 18.00 Uhr an ihre komplexen Themen zu bearbeiten - weil dann ist es endlich ruhig. Bereits mein erster Chef Hans Zenzinger hat mir beigebracht - schaffe Dir Arbeitsinseln. Das bedeutet Zeiträume in welchen Du ungestört (auch von Teammitgliedern) arbeiten kannst. Das versteht nach einer gewissen Eingewöhnungsphase Jeder. Schwieriger wird es in Großraumbüros : )

I always had problems with this when a young manager. I had busy days, how could I always be available when someone wanted to discuss something. And if I was busy, and told them so when they came to see me, I would disappoint by saying I didn't have the time. Then I learned, team members just want to be heard and know you care-it doesn't necessarily mean you can meet with them immediately when they come to your door. If tied up, saying something like, "Look, I am really tied up right now but want to address your issue. Can we meet at XX o'clock? Does that work for you? Or is this an emergency?" This allow for you to show you are listening, care and will make the time for meeting with them.

It’s shocking that “conflict” isn’t a 4-letter word! All the above chapters offer sound strategies, but humans are unpredictable, esp the toxic ones. I chose this chapter because training can inherently build a cohesive culture and achieve the aforementioned: 1. Meetings 2. Feedback 3. Communications 4. Listening 5. Expectations Open communication can prevent conflicts before they escalate; it encourages feedback to foster constructive communication vs. confrontational. However, it's not just about talking; it’s about creating a safe space where everyone feels heard and valued. By fostering an environment where dialogue is encouraged, you'll lay the groundwork for a team that works well together and thrives in the face of challenges.

There is no policy that will stop conflicts from happening. Because conflicts are just a part of our human existence. If we engage with our fellow humans long enough, at some point there will be conflict. However, conflict resolution training gives us the opportunity to use conflict as a way to build us and not break us. Many people have found in their personal lives, that where there is conflict, there is dysfunctional behavior and confrontation. Subsequently, they have learned to avoid all conflict and this is behavior will affect your team negatively. Investing in training that is gives practical tools to manage and leverage conflict will go a long way. Conflict is inevitable, avoiding it should not be.