I know how to handle conflicts

Conflicts play a significant role in our lives, so it’s important to know how to handle them. Teams that know how to leverage emerging conflicts can ultimately be more effective than teams where people avoid conflicts. Our four guests, along with the moderator, will share how they approach conflicts. We’ll also cover some theory and explore what the book The Future of Organizations by Frederic Laloux says about conflicts.

Why watch this episode?

• You’ll get four dense 5-minute segments packed with practically proven tips and essential know-how from people who effectively manage conflicts in their organizations.
• You’ll gain immediately applicable tips you can implement in your teams and organizations.

What will you take away from this episode?

• How to create environments where conflicts are accepted and used to boost team effectiveness.
• Each guest will share a slightly different approach to working with conflicts in their teams.
• An answer to the question of whether conflict is good or bad. :)

Who are the guests?

Radek Majer

Radek Majer founded his company TTC Teleport in 2015. He now leads a team of 21 people who operate with complete transparency and provide data center services in a way that’s very different from the market norm. An open business model, tailor-made services for specific customers, a focus on ecology, sustainability, and a free organizational structure are reasons why TTC Teleport is one of the most interesting tech companies in the Czech Republic.

Radek has always been guided by technical skills and pragmatism, but he found his passion in changing old and established procedures and approaches. He says he’s terrified of doing the same things over and over that someone else has already invented and uses. He changes things around him so they make sense to him and his colleagues. Perhaps that’s why he compares the tasks and daily activities at TTC Teleport to imaginary balloons that everyone picks each morning when they arrive at work to decide who they will be that day – an electrician or support.

Petr Kovařík

Petr Kovařík is, besides being the CEO of Pražská čokoláda Steiner & Kovarik, also the author of the book The power of the hotentot, which allows him to be a hotentot for others and not burden himself with understanding everything happening outside of him. He is a co-founder of the initiative #nastartujcesko (renaming to #jakechcescesko), which aims to change the mindset of people to prevent a similar moral decline in society as happened during the first and second waves of COVID in 2020.

Petr Skondrojanis

Petr Skondrojanis has been working in HR for over 20 years. Throughout, he has worked on the supplier side and has always been interested in three things: a) the meaning of what he does, b) mutual respect, and c) professionalism. He describes himself as a humanocentrist because he works for people—their needs, perceptions, and relationships are at the forefront of everything he does. He says: “We all have strengths and weaknesses, we all make mistakes, and each of us is unique—and that diversity is what makes what I do so interesting.”

Currently, he spends most of his time on corporate cultures and enjoys meeting many great companies and talented people who want to create added value in their work. The world is more okay than it seems at first glance. And driving a 50-year-old Austin Mini Cooper makes even a traffic jam an experience for him.

Sandra Fridrichová

Sandra Fridrichová has spent almost her entire career exploring the financial sector from every possible angle. Somewhere along the way, she realized that if any company wants to move forward, it must be able to adapt. And that can’t be done by someone smart ordering it from above. She believes that passionate people will think for themselves. So after 15 years, she found the courage (or lost her mind, who knows ;-)) to spread this philosophy to other companies.

But not much has really changed. Most often, she’s the one quietly standing behind the “big guys on the board” helping them set a mirror to show what people in the company truly live by and how they think about it. Sandra gives structure (and sometimes the engine) to the floating ideas about the company’s future and helps describe new visions and directions so they are understandable to everyone.