“Personality conflict” on teams certainly happens, although frequently it’s caused by a problem with role-clarity and misaligned incentives. More specifically, role overlap, gaps in roles, and paying two people to run in opposite directions can create sparks on teams.

Take a look at any flashpoints of “personality conflict” you have on your team. How might the design of their role actually contribute to the friction?

What people management activity have you been avoiding? Possibilities include clarifying the vision, setting goals, clarifying roles, scoping work, delegating, evaluating work, investing in performance management, taking time to hire, etc. 

Take 5 minutes and just get started.

"The purpose of life is a life of purpose.” - Robert Byrne

How does your day-to-day work give you an opportunity to exercise your purpose?

Pick a sticky problem and try to reframe it.

The most common example used to illustrate an elegant reframe is the example of the slow elevator. Guests complain about the slow elevator? . . . Don’t spend tons of money to get a faster elevator . . . Instead, put mirrors up!

The easiest way to reframe the problem is to ask an outsider. They won’t have the solution, but they’ll likely ask a question that, in their ignorance of the details of the subject matter, actually illuminates some new way of looking at it. Find an outsider, explain your problem briefly, and see what questions they ask. 

What percentage of time last week did you spend being proactive vs. reactive? How can you be more proactive and less reactive this week?