Yeah, so I would sit down with them and just say, you guys are having an issue, take the conflict model, sit down, and go through it together, and then come and tell me how it went. If you're struggling or you don't know how to do it, we can role play it right now, we can practice it right now, but I'd like you guys to try to solve it first. If you can't solve it, then I'll come in and we'll kind of, I'm not going to mediate, but I'll come in and I'll help you solve it.

Our job is to get results through people. Our job is to grow their skills and their confidence. Our job is not to be the mediator. It's not to be the tiebreaker. It's not to be the, the best thing moms and dads can do is get the kids to work it out. Don't tell me, talk to Bobby.

Welcome to the Second in Command podcast, produced by the C.O. Alliance and brought to you by its founder, Cameron Herald. In the Second in Command podcast, we talked to top

COOs who share the insights, strategies,

and tactics that made them the chief behind the chief.

And now, here's your host, Cameron Harold.

How do you empower your managers to resolve conflict effectively and ensure crucial training actually gets implemented?

This episode provides practical strategies for elevating leadership skills.

We discuss using a conflict model to enable independent problem solving and address the common challenge of employees prioritizing training.

I emphasize the importance of scheduling

dedicated training time, holding teams accountable, and viewing leadership development as a

continuous process, much like professional athletes continually honing their craft.

Take the conflict model, sit down, and go through it together. And then come back and tell me how it went. If you're struggling or you don't know how to do it, we can roleplay it right now. We can practice it right now. But I'd like you guys to try to solve it first. If you can't solve it, then I'll come in and we'll kind of, I'm not going to mediate,

but I'll come in and I'll help you solve it. Our job is to get results through people. Our job is to grow their skills and their confidence. Our job is not to be the mediator. It's not to be the tiebreaker. It's not to be the best thing moms and dads can do is get the kids to work it out. Don't tell me, you talk to Bobby. Excellent. The second part is that we really have to

grow. So what we instituted was every weekly meeting, everyone in the leadership team had to come in

and say thank you or praise a different business area for something that had happened over the

last week. And it was a little bit of just catch people doing something right, right? Celebrating all random acts of kindness. Instead of pointing fingers at each other, if we're going to point fingers, you know, it's like if I'm pointing finger at you, there's three pointing back at me. We tried to create a little bit of that environment where instead of pointing fingers, I'm going to say thank you to the other group first. And that slowly started to break it down. The next thing was making sure that there's really good communication between

business areas so that everybody knows what's expected of them from the other business areas.

If marketing is working on a project, the CEO has to know about it, operations might need to know,

and finance needs to know, and it's giving them enough heads up. It's not coming to them and saying, hey, can you work on this for me tomorrow? No, they already have shit on their plate from the last two or three weeks. They should have known that a month ago that you were going to need them. So just training people how to deal with project management, communication, delegation, and managing conflict and giving them those skills.

Hey, it's Cameron. I hope you're loving today's episode. Quick question for you. Does your

company have a strong leadership training program in place to grow the skills of everyone who

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