Every Conflict Is An Opportunity

There is a truth in the workplace that many of us spend a lot of time and energy trying to overlook. That truth is Conflict and while you can try to avoid conflict for a while, you cannot escape it.

This is especially true if you are in a leadership position in the workplace. Conflict — and, more specifically, conflict resolution — is your job. The more you are able to recognize it, understand it, and ultimately resolve it, the more successful you will be. Being a good communicator is a key way to be successful in managing conflict.

LinkedIn Blogger, Bernard Marr, recently posted, “The first step you can take is to prevent conflicts that are preventable — not all of them are, but by actually seeking out a potential conflict and taking steps to mitigate it, you’ll make your job ultimately much easier. For example, if someone on your team sends out a vague email that could easily be misunderstood, asking for clarification upfront could head off future conflict.”

Marr points out that “as a leader, you also need to be proactive in defining what is and isn’t acceptable and helpful in a given situation.” A great example is when team members in leadership positions send vague emails or do not include all the relevant information. This can quickly lead to confusion and poor performance. Many time the root cause of poor performance, bad decision-making and low morale can stem directly from lack of proactive communication.


Back when I was a teacher, we would often talk about “teachable moments,” and every conflict is a strong teachable moment. When there are two sides, two opposing viewpoints, there is a remarkable opportunity for learning, innovation, and even team building. Getting the two sides to communicate and acknowledge room to grow on both sides is paramount.

According to Marr, “Great leaders don’t shy away from conflict or avoid it, but rather see it as a tool for bringing a team closer together. When there is a desire to resolve a conflict, it can be resolved — every time — and usually to the benefit of both parties.”

True leaders know how to use conflict to bring about positive and necessary change. They recognize that conflict is essential for an organization to evolve. With ever conflict we either have a crisis or an opportunity… I try hard to be proactive, to communicate and to always turn a conflict into an opportunity.

Analytics Leadership – DMAIPH specializes in arming the Data-Driven Leader with the tools and techniques they need to build and empower an analytics centric organization. Analytics leadership requires a mastery of not just analytics skill, but also of nurturing an analytics culture. We have guided thousands of Filipino professionals to become better analytics leaders. Contact DMAIPH now at analytics@dmaiph.com or connect with me directly to discuss a uniquely tailored strategy to ensure you are the top of your game when it comes to Analytics Leadership. 


Introduction To “Data-Driven Decision-Making”

Far better is it to dare mighty things, to win glorious triumphs, even though checkered by failure… than to rank with those poor spirits who neither enjoy nor suffer much, because they live in a gray twilight that knows not victory nor defeat.  – Theodore Roosevelt 

Making Data-Driven Decisions is one of the mottos I live by. It simply and powerfully sums up what I believe in as an analyst. In order to make intelligent decisions in all aspects of a business, you need to have the right data at the right time. That is what analytics is all about.

Whether you dream of being an analyst, aspire to be a better analyst or hope to surround yourself with people skilled in analytics, you have to strive to be different. You have to look at data as having the answers and analytics as the key to determining which answers are the ones you need.

My love for analytics comes from many places. When I was a kid I used to collect baseball cards and memorize all the statistics on the back of the cards. When I got into college I took a lot of courses on student developmental theory and learned a lot about why people are the way there are.

Sir Dan (1)

I combined that passion with classroom teaching experience and then corporate training experience. During my time with Wells Fargo I was always the data guy or the reports guy, long before I had even heard of the term analytics.

All of these experiences have prepared me for what I do today; teach people about analytics and how to use analysis to make data-driven decisions.

My book, “Data-Driven Decision-Making”, is in it final stages and will be ready for publishing within a matter of weeks.