Power dynamics causing conflicts among your nonprofit staff. How do you navigate this leadership challenge?

Algunas señales a tener en cuenta son: Comunicación deficiente o falta de transparencia entre departamentos o niveles jerárquicos. Formación de grupos que monopolizan la toma de decisiones. Resistencia al cambio o a nuevas ideas por parte de ciertos individuos o grupos. Desconfianza, críticas constantes y falta de respeto entre el personal. Aumento en los rumores y chismes. Disminución en la productividad, motivación y compromiso del equipo. Identificar estos patrones a tiempo es fundamental para abordar las causas subyacentes de manera efectiva y promover un ambiente laboral saludable y productivo. Un enfoque proactivo y una comunicación abierta son claves para prevenir que estos conflictos escalen y afecten la misión de la organización.

So inspiring and insightful. We can alll grow and strengthen our felling by taking the time to understand the way others have learned!

Navigating power dynamics that cause conflicts among nonprofit staff requires a careful and strategic approach. Here are some steps to consider: 1. Acknowledge the Issue Recognise and Validate Concerns: Acknowledge the existence of power dynamics and conflicts. Validate staff concerns and show that leadership is aware and taking action. Open Communication: Create a safe space for open and honest communication. Encourage staff to voice their concerns without fear of retribution. 2. Assess the Situation Identify the Root Causes: Determine the underlying issues contributing to power dynamics. This may involve individual interviews, anonymous surveys, or facilitated group discussions.

Analyse Organisational Structure: Evaluate the current organisational hierarchy and decision-making processes to identify areas where power imbalances may exist. 3. Promote Transparency Transparent Decision-Making: Ensure that decision-making processes are transparent and involve input from various levels of the organisation. Clear Roles and Responsibilities: Clarify the roles and responsibilities of all staff members to reduce ambiguity and power struggles.

One thing I’ve found works is aligning on direction. The worst power dynamics I’ve seen are a result of unclear communication about where we are going as a team and what we expect that process to look like. Too many people at the table see the plan in their heads but are unwilling or unable to share the details; particularly if it involves opening oneself up to conversations about improvement. How many times have you…as a leader…started a response with “No…”or “But…” before you have even heard the full response? Group Planning is a real salve for what ails the modern nonprofit. Use Gantt charts to visualize expectations on the when and what and who of milestones. Get buy-in; and keep your door open to offer real assistance as needed.

From my experience being upfront as a leader in expressing there is a conflict and it needs to be resolved otherwise the team will fail in its project timeline or fail in achieving the results needed. This is one step for open dialogue that hastens the issue towards being solution driven. Otherwise, the matter prolongs and people just bury it until one day it explodes like a volcano. Don’t ignore the matter if you see the signs.

While volunteering at the American Red Cross, we reviewed our team structure and decision-making processes. By clarifying roles and making our processes more transparent, we reduced misunderstandings and improved collaboration.

At Oax Sport Inc., empowering team members to take ownership of projects led to greater engagement and reduced power struggles. Trusting them with decision-making responsibilities fostered a more collaborative and motivated team environment.

We implemented regular training sessions at The Salvation Army focused on leadership and conflict resolution. These sessions were instrumental in fostering a respectful and collaborative workplace culture.

I regularly reflected on my leadership approach at Oax Sport Inc. and sought feedback from my team. This practice helped me adapt my strategies to better support and lead the team, ensuring a harmonious and effective work environment.

In all my nonprofit roles, including Oax Sport Inc., The Salvation Army, and the American Red Cross, open communication was key. Encouraging team members to share their thoughts and concerns regularly built a strong, supportive culture. This approach significantly improved team dynamics and overall morale.