QUARTERLY BEAT / DECEMBER 2025
EFFECTIVE COMMUNICATION When communication is unclear, rushed or doesn’t take into consideration how the other leader likes to give and receive information, mismatches occur. These can be tempered in three ways:
1. EMOTIONAL INTELLIGENCE TO CULTIVATE PERSONALITY PREFERENCE AWARENESS
Emotional intelligence is the ability to manage ourselves and our relationships effectively by an awareness of our emotions and our response to those feelings. There are five skills associated with emotional intelligence, with two of the skills being relevant to leadership mismatches: Self-Awareness and Self-Regulation. When leaders understand their personality preferences, they can use self-awareness to help them to be honest with themselves and other leaders. Self-regulation refers to having control over feelings and impulses so that leaders are mindful of how their actions and words impact others. 2. INCREASED TRANSPARENCY IN COMMUNICATION Instability and uncertainty are triggers for anxiety and stress. To counterbalance the unpredictable nature of caring for pets and their owners, leaders should be a stabilizing influence by acting in dependable, consistent ways. One way to do this is by communicating clearly. Prevent confusion by being transparent, open, and authentic in sharing information. Unclear communication, like when different leaders provide contradictory information, leaves employees guessing at the meaning behind statements creating insecurity and unease. Messages can be misinterpreted, leading to misunderstandings and chaos. 3. PROMPT RECOGNITION AND RESOLUTION OF INTERPERSONAL CONFLICTS Leadership teams benefit from brief weekly leadership meetings, which are structured tactical forums that allow leaders to align on strategic decisions, identify concerns and solve problems, and provide progress reports on team goals. These meetings emphasize action and problem solving, ensuring all leaders are included in the information loop.
CLEAR ROLE DEFINITION Upper management should define responsibilities for each leadership role to avoid overlap. These should be matched to the strengths and interests of each leader. For example, some leaders may be passionate about education while others are more interested in creating consistency in the practice by identifying processes that need guidelines and protocols. It is important that upper management sets clear decision rights by defining who has the final say on strategic decisions. ACCOUNTABILITY BY SENIOR MANAGEMENT Team members take their cues about acceptable workplace behavior by watching how practice leaders act and what they say. This includes taking ownership of successes and failures, as well as admitting mistakes. This helps team members understand what behaviors are encouraged, expected and tolerated. When conflict occurs between leaders, it is necessary that senior leaders step in to help mediate these differences. This might include skills coaching for some leaders, as well as communication and emotional intelligence training. Senior leaders don’t find the answers; they facilitate conversations so that acceptable resolutions occur. The components that lead to leadership mismatches are the same that lead to interprofessional conflict. Practices benefit when all employees receive coaching in communication and emotional intelligence skills. When team members learn to recognize their own perspectives, as well as those of others, the outcome is often more empathetic responses. When trust is foundational within teams, there is higher engagement, better collaboration and psychological safety. When leaders fail to lead, it is their followers that pay the price, on a trail in New Zealand or within the four walls of a practice. Leadership mismatches don’t have to be irreconcilable, nor do employees need to feel that they have to choose a side when caught in the crossfire of leadership conflicts.
HIGHLIGHTS
WEBINAR
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