Michelle Levesque has supported leaders with people and organizational challenges for over 35 years, with expertise in leadership, conflict management, team development, organizational transformation and labour relations, including structured and complex workplaces.
What do we do now?
In this kind of situation, avoidance is often the first response. There is no open conflict. It “does not really interfere with the work.” We hope it will pass.
Waiting may allow the tension to grow. So where should a manager begin?
Do not wait for escalation
When distance develops between colleagues, a manager’s role is not to wait for a formal complaint. It is to notice what happens before that point.
A shift in the workplace atmosphere. Strained collaboration. Things left unsaid.
Addressing tension early gives people a chance to resolve it before it escalates.
Understand before acting
The trap is wanting to resolve things quickly: bringing the two people together, imposing a discussion and seeking an immediate solution.
Often, the real issue lies elsewhere: a misunderstanding, different expectations or frustration that has built up over time.
Before bringing people together, first understand their individual perspectives.
Bring the conversation back to work, rather than personalities
These situations can quickly become personal. Keep the discussion focused on the work:
- How we collaborate.
- How we communicate.
- What each person needs to do their job well.
The goal is not to create a friendship. It is to restore a functional working relationship.
What matters
The conflict itself is not always the problem. It is what we choose, or fail, to do when it takes hold silently.
What’s your experience?
What are you seeing in your organization? How does your experience differ?
Your turn
Do you have an HR question? We can respond confidentially or address it in a future edition of Jungle RH.