Partner Magazine logo 18

logo 18 • CAMLOG Partner Magazine • July 2018 35 PRACTICE MANAGEMENT • Avoid generalizing statements such as "you have done that well", but instead be concrete. What exactly did you like? Why was the performance particularly good? What made the difference? The employee not only feels strengthened, but also receives instructions for future behavior and knows what is important to you and what you want. • Give constructive feedback – frequency depending on the occasion and personality of the employees. Error 4: Avoiding conflicts Conflicts – even with the best knowledge of one's own personality – are not necessarily avoidable. The old adage "It takes two to tango" is not only absurd, but also unfair, since it attributes a partial guilt per se to both partners. Arguing, causing unrest, being unfair or behaving dishonestly can also be done by one person alone. The question then is how to deal with the emerging conflict. It is often overshadowed by silence because it is feared that it could cost too much energy or become very unpleasant to openly resolve the conflict or, in the worst case, that separation would be the only logical consequence. But if important facts are not discussed, discontent, uncertainty or frustration will arise. The associated loss of trust hampers good cooperation and productivity. Everything we deny because it's unpleasant inevitably creates distance. Conflicts that are not resolved tend to linger. The opposing fronts inwardly harden more and more, the atmosphere is gradually poisoned. The longer an unresolved conflict lasts, the harder or even impossible it becomes to restore a normal relationship or atmosphere.