Workplace Conflict Resolution: Whitney Walker Of Rhymetec On How Team Leaders Can Create The Right Environment To Resolve Conflicts
An Interview With Eric Pines
Circle Back. Once the conflict has some level of resolution, circle back a few days later with all parties. We want to ensure we have lasting solutions in place, and that the model for conflict resolution is working, while our people feel heard during the process. The better organizations get about entering and exiting conflict, the more work that can be accomplished. As we know, there is a universal sense of fulfillment when work is being accomplished in an environment brimming with mutual respect and purpose for all.
An important component of leadership is conflict resolution. Why is conflict resolution so important? How can leaders effectively incorporate conflict resolution into their work culture? In this interview series called “Workplace Conflict Resolution: How Team Leaders Can Create The Right Environment To Resolve Conflicts,” we are talking to business leaders who can share insights and anecdotes from their experience about how to implement Conflict Resolution at work. As part of this series, we had the pleasure of interviewing Whitney Walker.
Whitney Walker is the director of people operations at Rhymetec, a cybersecurity firm providing cybersecurity, compliance and data privacy needs to SaaS companies. Whitney is on a mission to foster a positive team culture, while supporting innovation and helping Rhymetec’s employees reach their professional potential.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Of course, and thank you for having me! My interest in leadership and development came at an early age through sports, as a young adult through education, and as a career through the intersection of people, business, leadership and growth potential. My professional experience in the past (both in the private and public sectors) was heavily involved in people management, facility and operation management. In my role as the director of people operations at Rhymetec, I have the opportunity to put those skills to use, along with my drive for business growth and development. I get excited about new opportunities that align with strategic objectives in advancing our mission to provide innovative and flexible cybersecurity solutions for the modern day SaaS business.
Can you share the most interesting story that happened to you since you started your career?
This story speaks to the power of a good leader in an organization. Many years ago, I was working for an organization and had been in the position for about three years. Things were going well and I was making good progress in the position — but due to policies put in place, I was unable to obtain the salary I desired. So, I started looking for jobs outside my current company. I interviewed and was offered a position with a higher salary than what I was making. My current company had just had a change in leadership, and I thought there was no way they would match my new offer to keep me, considering the current policy around merit increases.
I met with my supervisor to let her know that I had a job offer, and that I needed to take it based on the increased salary and professional development opportunities this larger organization would offer me. My supervisor asked me to wait 24 hours so she could talk to the new director (who had been on the job less than a week). I agreed, but felt strongly that a director who didn’t know me at all, would be willing to break policy and offer me an increase to stay. I was shocked the next day when my supervisor came back and let me know the director wanted to meet with me personally that afternoon. The afternoon came, and I was nervous for the meeting. Was I going to get let go on the spot, was I going to be told to stay in my place? I had no idea. I met with the director and that conversation changed my entire career projection. She talked about her passion for her job, and how she wants everyone under her to feel that too. She told me that not only was she going to match my salary offer, she was promoting me and giving me more responsibility — that I was eager for. I wanted to grow professionally, and talked about that with her. I stayed with that organization, and this director became my work mentor for my remaining years at that company. Because she was willing to invest in me as an employee, and truly hear what I was after…professional development — I stayed and gave my all to prove to her she made the right choice. The power of a single leader in your career will change your perspective, inspire you and push you to fully recognize your own power as a professional.
Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?
“Don’t believe everything you think.”
I love this quote because it challenges us to think about our bias, assumptions and the stories we make up to support our own narrative. It’s a reminder that getting facts and listening to other opinions while staying agile enough to change your thinking on a subject is how one becomes a lifelong learner. This is a skill that is important to both your personal and professional development.
What do you think makes your company stand out? Can you share a story?
Rhymetec’s ability to pivot quickly and evolve makes us a stand out cybersecurity firm. We operate in a fast paced environment and aim to be ahead of the curve in the industry, with a keen eye on quality. Our services truly stand out, setting us apart as more than just a typical “check the box” security company. Our commitment to excellence is evident in our recent recognition as the recipient of the prestigious 2023 Hot Company SaaS/Cloud Security award from Cyber Defense Magazine. Rhymetec has a very tailored approach to cybersecurity and data privacy for our customers, and recently our team has revamped our services so we can increase our customization capabilities for each and every customer. We just launched a series of tiered services that represent our team’s ability to pivot to meet the needs of our customers. These new offerings are designed to significantly enhance our customization efforts, providing our clients with an even more tailored experience.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
- Habits and Behaviors
I’ve found that with my focus on habits and behaviors results will come with a commitment to these traits and it is why I’m so process driven. I like repeatable success stemming from experience and crystalized through a written process. Embedded within me are small but powerful habits that have proven invaluable. From crafting daily to-do lists to engaging in micro-learning opportunities, I consistently seek ways to enhance my knowledge and productivity. Additionally, I have developed the courage to ask challenging questions without hesitation, further enriching my understanding of various subjects.
Behaviors like being organized, staying positive and the ability to connect with people have opened doors of opportunity for me.
2. Show up, Speak up, and Share
I grew up with two brothers and learned that if I wanted to say something, I needed to speak up. My philosophy is this — if you are in the room, you have a place and a voice, so use it. Not all my ideas are winners, and I’m ok with that, but I choose to share. I choose to engage and genuinely be interested in the topic at hand. If I don’t have an idea or opinion, I’ll ask a question. I learn by engaging, and that means I can’t sit on the sidelines.
Claire Hughs Johnson has a great line in her book “Scaling People, Tactics for Management and Company Building,” which is “Say the thing you think you cannot say.” It speaks to one’s ability to listen, observe, and speak up in a constructive way. I love that.
3. Finish What You Start
I don’t like good ideas idling in space and I don’t like half finished projects. I’m strong when it comes to closing out a project or initiative or following up to keep it moving. I don’t mind people holding me accountable, and those that work with me have learned that I expect that in return. An old coworker of mine used to send me a Meme before each of her deadlines in a shared project the day before her due date so she could poke fun at me (lovingly of course) knowing that I was going to email her on the deadline if she didn’t get me her part before that date. It became a running joke for us and I liked that sense of comradery around accountability.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story about a hard decision or choice you had to make as a leader?
Making tough decisions is a responsibility for leaders, and an opportunity to think downstream and understand the consequences (good and bad). Transparency around the decision is crucial to those impacted. Folks may not always agree with your decisions, but if they felt that they were communicated to during and after, it will help ease any tension that could arise around the outcome.
A few years back, I had to make a hiring decision between two final candidates — both equally qualified for the position. One had been with the company for about seven years, the other was an external candidate. There were pros and cons for both. Ultimately, I decided to hire externally. After that person accepted the job, my very next call was to the internal hire that was being turned down. I told her the reason why she was a strong candidate, and also the reason why I went external. It was a department that needed to evolve past its current stagnation — and I felt outside eyes would get us there quicker. Her background and mine were similar, so I needed a voice and experience that didn’t match my own, to ensure we were being innovative and bringing in new ideas for growth. It was a tough conversation, because I wanted her to still feel valued and after my transparency around my choice — she understood and was ok with it. About half a year later, she was promoted in an adjacent department and I’m proud that she found growth in another area and stayed with the company. Had I been brazen about the situation, the company may have lost a good employee.
Put the company first by thinking downstream. Think about the impact of the decision and have really good rationale to support your decision. Talk to people about it and don’t assume they know your WHY. Transparency behind decisions will help those (potentially) negatively affected come to a place of understanding around the decision. They might not agree, but as a leader you have to be ok with that.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s start with a basic definition so that all of us are on the same page. What does Conflict Resolution mean?
While I’ve read a few conflict resolution definitions, the one I most align with in my thinking is Brene Brown’s definition. Largely, it means change. More often than not, work conflict occurs when coworkers approach a work issue differently. People are complex and varied. They have different backgrounds, experiences, values, and ideas — which inherently make the workplace ripe for conflict. The resolution comes from an understanding around, and between, the people involved, by getting curious about their view point and being able to engage in authentic conversation for the good of the project, goal or company itself. By understanding that resolution comes from change, it may also require some self awareness. The change may be with you, the coworker, or the approach to the issue.
What are some common misunderstandings about Conflict Resolution that are important to clear up?
There are no winners or losers in conflict resolution. Conflict is inherent, and we shouldn’t back away from it. Additionally, conflict resolution can involve a compromise, but that is not always the case. Often, it involves a change, and change is difficult for some. Knowing that, even if the decision is a positive change, the person involved may have feelings about change that you should be aware of, and you should be mindful of using a respectful and supportive approach.
This might be intuitive to you, but it will be helpful to clearly express this. Can you please explain why it is so important for leaders to learn and deploy conflict resolution techniques?
Leaders should identify the nature of conflict. Frame the meeting to be able to come to resolution, and clearly state the goals. Validate parts of both solutions (which involves active listening), and encourage discussion. Fostering an environment that embraces constructive conflict and excels at conflict resolution is of utmost importance.
On the flip side, what happens to a work culture when there is not an effective way of resolving conflict? How does it impact employees?
Oftentimes, if there isn’t a good channel for conflict resolution to run through, employees can feel stuck and frustrated. The results can range from decreased productivity, to lack of commitment, to high attrition rates. All which have direct and indirect costs to the business.
Can you provide examples of how effective conflict resolution has led to increased team performance, collaboration, or innovation within your organization?
Our team has experienced significant growth in communication and collaboration by openly discussing different conflict styles. Embracing diverse perspectives has heightened our understanding and revealed the immense strength that lies within our differences. Each team member’s confidence has flourished as we recognize the value of every individual’s contributions, fostering a more cross-functional and interdependent team dynamic.
As a result of this positive shift, our collective efforts have yielded better and more robust outcomes for our goals and projects. The newfound synergy has not only enhanced our work but also strengthened our bonds as a cohesive and high-performing team.
Ok super. Here is the main question of our interview. What are your “Five Ways Every Team Leader Can Create The Right Environment To Resolve Conflicts”? If you can, please share specific examples of a workplace conflict you’ve encountered, and how you applied conflict resolution techniques to address it.
1. Start with building trust with each individual on your team. As a leader, showing a genuine interest for those in your care will help develop trust. When an employee feels like they have some base level of relationship with their supervisor, and feel they can be vulnerable to them, trust will grow. Over a period of time, the leaders will see signs of that trust. For example, in a previous role, I had an employee try to take on too much and wouldn’t come to me for support. Instead, they chose to try and take on extra. Over time, as I earned this employee’s trust, she started setting time with me to talk about bottlenecks in her projects or low level frustrations that were sidelining her efforts. Instead of solving these things for her, I coached her through possible solutions. She learned my leadership style this way, and going forward when a conflict would arise, she knew that my goal was to coach staff through it by trusting them to escalate to me when needed, but also be able to solve issues they had the power to.
2. Model high emotional intelligence, both when times are good and when times are bad. A leader in control of their emotions is one that employees trust to weather them through a storm. This can take practice every day. One trick I’ve found is to always take a pause. The ability of a leader to pause is very powerful, as it indicates to employees their voice is important. Pause and listen to create a space for your employees and coworkers to interject. You’ll be surprised by what you learn by listening first and speaking second. Establishing a consistent environment that encourages healthy debate fosters confidence within the workforce, knowing that leaders are genuinely engaged in understanding different perspectives. This approach paves the way for the best possible outcomes to emerge, as it promotes open discussions about various issues and encourages constructive input from all team members. As a result, the workforce feels empowered and valued, knowing their voices are heard and that collaborative efforts lead to optimal results.
3. Create opportunities in meetings for coworkers to disagree on a topic or goal. Engaging in conflict respectfully and professionally is a skill. If you, as the leader, don’t create opportunities for your employees to use these skills, you shouldn’t expect them to be able to resolve conflict either. Sometimes this means asking questions to ignite some form of debate. A quiet meeting won’t advance the best ideas, so get people talking. End meetings that had healthy conflict in a positive way by saying, “Thanks for your participation in our discussion,” or “This was good today, good work.” Reinforce a culture of healthy debate.
Early in my career, as a new manager of a team, I encountered a valuable learning experience. During one of our staff meetings, I sought to encourage engagement and lively discussions by intentionally asking probing questions. In the past, these meetings had been uneventful, lacking enthusiasm and productivity. I made the assumption that all teams understood healthy debate and the expectation to participate was a given. Wrong. This team in particular was used to long meetings, staying quiet, and then having “the meeting after the meeting” with coworkers. It took me some time to understand I had to go back to step one, and create deeper trust with this team before we could engage in conflict. The experience served as a valuable lesson, teaching me the importance of reading the room and understanding the dynamics of my team. Moving forward, I recognized the significance of building strong relationships with my team members, especially in the context of change management. Taking the time to foster trust and rapport with them before implementing changes became a priority.
4. Create a conflict resolution pathway or guide, so employees always know there are resources available to them. Leaders should be having regular conversations on what healthy conflict is, why it’s necessary, why employees should speak up, and how to start a conversation with a coworker when conflict is present. Giving a set sentance or place to start can be helpful, such as: “Hi Rebecca, it sounds like we have some different ideas around X, can we set a time to explore the different solutions together?” Giving employees skills to frame difficult conversations will allow them to start the process of resolution on their own. If this fails, the next step in escalation should be clear. This could be HR or this could be their manager, depending on the organization. If needed, this could also be a manager of a separate department who can facilitate a resolution meeting.
What you want to avoid is not having an outlet for conflict. In the absence of a clear workplace path, employees will create one of their own and it will likely be less effective or could lead to a worse outcome. As a leader, knowing conflict and conflict resolution are part of the business of leadership and having good solutions set forth for employees and coworkers will ensure conflicts don’t get in the way of progress.
5. Circle Back. Once the conflict has some level of resolution, circle back a few days later with all parties. We want to ensure we have lasting solutions in place, and that the model for conflict resolution is working, while our people feel heard during the process. The better organizations get about entering and exiting conflict, the more work that can be accomplished. As we know, there is a universal sense of fulfillment when work is being accomplished in an environment brimming with mutual respect and purpose for all.
In your experience, what are the most common sources of conflict within a team, and how do you proactively address these potential issues before they escalate?
The two most common sources of conflict that I see are communication issues (miscommunication or lack of communication) and differences in people and personalities. We all know the adage “communication is key,” but we can’t make assumptions about what successful communication looks like, unless leaders in the organization model what it looks like. For Rhymetec, it starts with using the software tools we have, in the way they are meant to be used. We use Slack for every day questions, and know those messages have a more immediate need to address than an email, for example. As director of people operations, if we need to roll out a new policy, employees can expect a more formal communication via email alongside a document with an e-signature through our professional employer organization (PEO) system. Using communication tools for the right type of communication has set us on a good path, and I would encourage other leaders to think about their communication tools and have fences around how and when to use them. Miscommunication can happen when assumptions are made, or expectations aren’t clear, or a task owner or project owner isn’t identified. Leaders can be proactive about these areas by ensuring project ownership, and by setting clear deadlines and deliverables so employees are clear on their role in the project’s success.
When working with people, it’s essential to acknowledge that diverse backgrounds, work experiences, cultures, and more can lead to differing opinions and behavioral norms. Don’t shy away from conversations about appropriate workplace behavior norms, have them in meetings, over email, virtually, etc. Setting the stage for a respectful and productive workplace is paramount to successful business operations.
Lastly, my favorite lesson in people management is to assume good intent, and ask for it in return. This relates back to “don’t believe everything you think.” If your perception about something a coworker said or did was negative, don’t let yourself make up stories about that intent. Instead, get curious and ask for clarification from that person. Ensuring mutual understanding on any one issue or process before it escalates will help to clear up potential conflicts.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
The world needs more emotional intelligence training, discussion, and resources. People are incredibly complex, capable of achieving incredible feats, especially when working in a team environment. However, building a great team composed of unique individual personalities can be challenging. To overcome this, investing time in self-awareness becomes crucial so we can better understand others. Imagine the progress we could achieve both at home with our families, and in the office with our coworkers if we took the initiative to know ourselves deeply.
How can our readers further follow you online?
You can follow me on LinkedIn.
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About the Interviewer: Eric L. Pines is a nationally recognized federal employment lawyer, mediator, and attorney business coach. He represents federal employees and acts as in-house counsel for over fifty thousand federal employees through his work as a federal employee labor union representative. A formal federal employee himself, Mr. Pines began his federal employment law career as in-house counsel for AFGE Local 1923 which is in Social Security Administration’s headquarters and is the largest federal union local in the world. He presently serves as AFGE 1923’s Chief Counsel as well as in-house counsel for all FEMA bargaining unit employees and numerous Department of Defense and Veteran Affairs unions.
While he and his firm specialize in representing federal employees from all federal agencies and in reference to virtually all federal employee matters, his firm has placed special attention on representing Veteran Affairs doctors and nurses hired under the authority of Title. He and his firm have a particular passion in representing disabled federal employees with their requests for medical and religious reasonable accommodations when those accommodations are warranted under the Rehabilitation Act of 1973 (ADA). He also represents them with their requests for Federal Employee Disability Retirement (OPM) when an accommodation would not be possible.
Mr. Pines has also served as a mediator for numerous federal agencies including serving a year as the Library of Congress’ in-house EEO Mediator. He has also served as an expert witness in federal court for federal employee matters. He has also worked as an EEO technical writer drafting hundreds of Final Agency Decisions for the federal sector.
Mr. Pines’ firm is headquartered in Houston, Texas and has offices in Baltimore, Maryland and Atlanta, Georgia. His first passion is his wife and five children. He plays classical and rock guitar and enjoys playing ice hockey, running, and biking. Please visit his websites at www.pinesfederal.com and www.toughinjurylawyers.com. He can also be reached at eric@pinesfederal.com.
Workplace Conflict Resolution: Whitney Walker Of Rhymetec On How Team Leaders Can Create The Right… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.