Vila & Son Estimator Chrissy Santiesteban reviews a bid with General Superintendent Ken Catalano.
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Perception problems, communication breakdowns and organizational culture failures are the result of leadership problems and
it is this leadership malfunction that is the root cause of group conflict. Educating our managers is a key to resolving this
conflict.
Talk it out If these occurrences are allowed to continue without management's intervention, the consequences will be damaging to the company
in several areas. Most of these consequences have an effect on the bottom line of the company evidenced by lower employee
morale, excessive production mistakes and the discouragement of clients caught in the middle. To be proactive in heading off these negative scenarios, managers should hold a meeting of the combined groups and facilitate
a discussion to learn their perception of the problem. Here they can discuss their problems openly and work out strategies
for improving the groups' relationships. One idea is to hold a "mirroring" meeting, where the groups meet face to face with open interaction intended to help members
understand the other side's point of view. A review of current procedures and company expectations with both groups involved
in the discussion will help bring the groups closer together. This review of perceptions and open communication serves to
establish goals and an action plan for implementation of change. Another method for bringing these two groups together as a unified team is to initiate a series of "ride-alongs," where for
example, the members of the estimating group ride along for a day or two with a member of the production group. This is in
effect a "walking in my shoes" approach. By giving the field supervisors an opportunity to use the computer estimating program
and a chance to participate in compiling and estimates, it helps them better understand the challenges faced by the estimating
group. At Vila & Son Landscape Corp.'s West Palm Beach, FL, location, Branch Manager Charlie Lockerson has recognized the potential
for conflict and taken some interesting steps to ensure team cohesiveness before any conflicts can get out of hand. His idea
of monthly "On The Deck" meetings, which include the entire office staff, estimating department and field supervisors, gives
everyone a chance to air it out.
"Everything is fair game at these meetings," Lockerson says. "If anyone has any complaints or conflicts it gives them the
opportunity to bring it out into the open. On the flip side we make an effort to pass out some compliments and 'atta-boys'
when people deserve some extra appreciation." Some people are tentative about opening up so Lockerson prompts them to speak up by offering prizes and rewards for participation.
"It's all about communication," says Yordi Rivero, director of human resources at Vila & Son. "The simple fact that people
recognize there is an issue that needs resolution is the hardest part. Sometimes having an open mind is all it takes to get
the ball rolling toward a solution," he says. "At Vila & Son we use job-shadowing methods similar to the ride–along in many
departments. Even our branch managers shadow each other from time to time." What to do? Some conflict is normal in any company and constructive conflict is good for a group; but too much conflict can handcuff an
organization and keep it from being productive. If you suspect this may be happening right now in your company, initiate a
series of combined group meetings to develop an action plan to prevent conflicts. Then try some job mixing events to provide
a better understanding of the challenges the conflicting groups encounter on a day-to-day basis. Insightful leaders will take this opportunity to strengthen their company. Running a business is so much easier and profitable
when everyone within an organization works together to reach a common goal. So take a good look around. How united is your
team? — The author is with Vila & Son Landscape Corp. Contact him at CraigC@VILA-N-SON.COM
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