Resolving Conflicts
The workplace forces people into relationships with each other that otherwise might not exist, and while they often get along just fine, sometimes there are problems. It's important for you, the manager, to always have your finger on the pulse of your team so you'll immediately know when things are out of sorts. Once a situation escalates, it can be too late to salvage the group, at least in terms of restoring it to its previous level of collaboration and productivity.
Depending on the nature of the problem, you might meet first with the entire team or with members individually. Take action as soon as you figure out what's going on. Don't wait for the right time — the right time is now. Intervene with individuals who seem to be having personal or individual performance problems. It's usually also a good idea to meet with the group to talk about the problem in general — its nature, how it's being addressed, when you expect to see things change, what changes you expect to see, and what role, if any, other group members have in resolving it. Avoid naming individuals unless there is no other way to talk about the situation. If you must use names, be sure to focus on behaviors and events, not the people.
It's not enough to peek in at people a few times during the day to see if things look all right. You need to consistently monitor both output and attitudes. If there are problems with either, deal with the situation right away. Such interventions are not always comfortable, but they are essential.
Put on your parent, mediator, and cheerleader hats — it's time to become a multiple personality. You need to take decisive action and at the same time help group members see each other's perspectives. Sometimes the involved member will have to transfer to another department or leave the company entirely. You might need to introduce a new communications process to force employees in complementary but competitive positions to communicate more effectively. The team might need to establish a new approval process to ensure that members know about, and have the opportunity to discuss, product or service promises before anyone makes them. And when the problem is system-based, you must be willing to stick your neck out by advocating for employees. These responses build teams and create loyalty, among group members as well as toward you (and sometimes even the company). Who wouldn't want to go the extra mile for a manager who at least tries to go the extra mile for them?
