B+A Greater Boston

KIDDER BLAISDELL WOODWORKS CORP. ARCHITECTURAL MILLWORK Since 1996 20 Border Street, Winchester, MA 01890 508.776.2928 • www.kidderblaisdell.com Architect: Frank Shirley Architects Photographer: Randy O'Rourke F LIGHT ATTENDANT MEGAN Kellar spent the past six years cr isscrossing t he globe for D e lt a A i r L i ne s , a nd on e v er y f l ight , s he dea l s w it h g rouc hy passengers, mixed-up meal orders a n d a n a t m o s p h e r e m a d e f o r conf lict. She offers her insights a b o u t d e a l i n g w i t h u n h a p p y customers while protecting her company 's reputation. " I've been told I am kind yet fi rm," Kellar says. "I stay positive and don't get too emotional if a passenger is angr y. If someone has questions , I do my best to answer them or find an answer. Communication is very important." Channel her know-how in your nex t client meeting w it h t hese interindustry tips: Develop rapport. A smile can go a long way to building trust. Get to know your client up front. Set clear expectations. Give c l i e n t s a p r e c i s e b u d g e t a n d schedule for the job. Explain which elements might change and why. Ta c k l e p r o b l e m s h e a d - o n . While you may be tempted to run in the opposite direction when a troublesome client shows up, that may do more damage than good. If there's a problem, be present and candid. Define boundaries. Just like airplanes, construction sites can be dangerous. Schedule regular meetings with clients to avoid any unnecessary disruptions to work. Build a solid foundation. Each year, Kellar attends training in confl ict resolution. Consider taking a professional development course that includes client-facing skills. n Builders and architects can learn a lot about how to handle client confl ict by taking a look at the day-to-day life of a fl ight attendant� By Valerie Lauer W HILE TYPICALLY CONSIDERED detrimental to workplace har- mony, employee disagreements can end with creative, helpful resolutions b e ne f it i ng e v e r y one i nv olv e d . W he n individuals are unable to resolve their differences, however, constr uction site c on f l ic t s c a n r e s u lt i n c o s t ly lo s s e s . According to a 2012 study completed by The Center for Constr uction Research and Training, the average conflict costs nearly $11,000 and more than 160 missed hours of productivity. Protecting the Bottom Line According to the Inter nationa l R isk Management Institute Inc., a number of factors — including deadlines, weather, the availability of supplies and the large n u m b e r o f i n d i v i d u a l s r e p r e s e n t i n g By Tiffany Parnell Identifying the root of on-the- job disagreements and having involved parties work one-on- one to develop solutions can prevent small job site squabbles from becoming litigious incidents� Workers, Unite! va r ious orga n i zations who must work together to complete projects — contribute to t he p o te nt i a l for j o b s ite c on f l ic t . E m p l o y e e s ' p a s t w o r k e x p e r i e n c e s , s i mpl e m i s u n d e r s t a n d i n g s a n d p o o r communication also play a role, so the first step to conf lict resolution should include having all parties calmly explain their point of view. An understanding of each individual's motivation opens the door to collaboration. When personal agendas continue to cloud judg ment a nd block resolut ion , ForConstr uctionPros.com recommends reminding all involved about the overall business goal — completing the client 's project on time and on budget. If resolution r e m a i n s e lu s i v e , it m a y b e t i m e fo r supervisors to step in and decide how to move forward. n Conflict Management at 10,000 Feet

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