Workplace Conflict Through My Eyes: High Performers Acting Out or Simply Misunderstood?
By Simone-Ellen Keller
I've been neck-deep in our society's dynamic shifts, especially post-COVID. The world around us has grown more polarised, and so has our workplace.
Just recently, I came across some startling research that reveals over 36% of individuals are grappling with workplace conflict either often, very often, or consistently. This is a jump from the earlier 29%—and it got me thinking: Why?
Much of the literature out there tends to focus on managing workplace conflict. But what about understanding where it's coming from? The easy answer everyone turns to is poor communication. But from what I've observed, it is more about recognising the contribution that diverse groups—like high performers—and creating a workplace environment that harnesses their capabilities instead of the standard box-like workplace and stuffing it with round pegs, square pegs and every other kind of shape.
Why High Performers Matter (and Why They're Often Misunderstood)
Every company needs high performers. They're the powerhouses. However, the issue arises when their non-conformity, instead of being seen as a strength, turns into a point of contention. It's not that they're trying to be 'difficult'. It's that most workplaces aren't designed for them.
If I were to sketch the portrait of a high performer, here are the traits that stand out:
1. High desire
2. Powerful motor
3. Unique perspective
4. High comprehension level
5. Obsessive focus
6. Intense emotions
7. Different reward centres
And yet, these strengths are so often misunderstood. Instead of recognising them for the powerful assets they are, they're seen as challenges. But I want to clarify that high performers are different. And we need to understand this difference.
Navigating the World of High Performers
The typical workplaces we see are crafted for the majority. These are spaces where most seek stability and consistency. But high performers? They're cut from a different cloth. They're hungry for excitement, challenges, and a platform to shine. More than anything, they crave acknowledgement.
So, how do we bridge this gap? Here's my take:
Recognise the traits of high performers: The first step is understanding who they are.
Upskill Management: Leaders must know how to get the best out of these individuals.
Harness and Recognise: Don't box them in. Channel their energy productively and always remember to appreciate their contributions.
With workplace conflict surging, it may be time to change our approach. By understanding, recognising, and nurturing high-performing employees, we can find the harmony we seek.