Robert Half International
As a manager, helping to resolve employee conflicts comes
with the territory. In a Robert Half survey, executives polled said they
spend, on average, almost one-fifth of their time sorting out
personality conflicts among staff members.
One
common mistake many managers make is to downplay a problem or assume it
will go away on its own. Chances are, it won't. You must address an
issue before it grows out of control.
Working with a single person
Say
you have a worker who is constantly butting heads with colleagues. Meet
with the individual and deal with the issue head-on. Explain how you've
noticed that he seems to be having trouble communicating effectively
with others and that deadlines could be missed because of this behavior,
which impacts group morale and productivity. Keep your tone neutral and
the conversation impartial so it's clear you're not taking sides or
"picking on" the employee.
Try to find out what's driving the
behavior. A personal issue could be causing the person stress and
impacting his attitude at work. If it turns out to be work-related, try
to get to the root of the problem. Is he upset about being passed over
for a raise or promotion? Has he outgrown the job and become bored with
his responsibilities?
Work with the person to develop an action
plan to resolve the issue. For example, if he is bored with his job,
help him explore alternatives, such as an internal training program that
can allow him to develop new skills or prepare for a different role
within the company.
Serving as a mediator
If an
employee is having trouble with another worker, meet with both
individuals so you can hear each staff member's side of the story. Does
it appear that one person is clearly at fault? Are they both struggling
under heavy workloads, leading to stress and short tempers? Do they have
a history of competing for the same projects or disagreeing on how to
tackle assignments?
Ask them what type of resolution they would
consider fair, such as a more equitable division of projects. If the two
employees can't agree on a solution, your job is to come up with one
and ensure that both adhere to the guidelines you've set.
Objectivity
and fairness are key. Develop a time frame and follow-up steps to
ensure both parties are sticking with their ends of the agreement and
that the suggested resolution is proving effective.
Monitoring the team's morale
Conflict
can be dangerous to a healthy team because the squabble can quickly
spread to other employees. You need to be sure the issue has not
polarized the work environment, with employees taking sides. If that's
the case, it could drag down morale and even cause dedicated employees
to question their fit with the team.
To gauge the effect of a
conflict, gather feedback from your staff. Maintain an open-door policy
to encourage employees to come forward with suggestions on how to
strengthen the team. Also ask staff members to meet with you
individually to share their thoughts on the group's morale.
Encouraging cohesion
Perhaps
the best way to deal with office conflicts is to prevent them from
happening in the first place. Fostering collaboration and camaraderie
among team members can cut down on workplace politics, gossip and
infighting.
Order in lunch for team meetings or hold occasional
off-site gatherings. These types of events, which combine business and
leisure, encourage staff to get to know one another on a personal level
and help promote better understanding.
Whether you manage five
people or 50, tensions and disagreements are bound to arise. Prevent
them from escalating into intractable battles by addressing the behavior
head-on. You'll not only make your own job easier and more enjoyable
but also help set a standard for your team to follow.