An employee is regularly late. Their performance declines. Their attitude changes. Tension develops with a colleague. The situation starts to affect the team.
A manager’s first instinct is often a reasonable one: speak directly with the employee and try to resolve the issue.
That is generally what we expect managers to do. They need to clarify expectations, provide feedback, address problematic behaviour and have conversations that may be uncomfortable.
But at what point should they ask for help?
What starts as a relatively straightforward issue can become much more complex if it persists or if the first attempts to address it do not lead to improvement.
Addressing issues early is part of a manager’s role
In our work, we regularly see managers hesitate to address a difficult situation.
Sometimes, they hope it will resolve itself. They do not want to create conflict or damage their relationship with the employee.
Yet waiting can allow the problem to grow.
Behaviour that has been tolerated for months becomes harder to address. Tension between two people can eventually affect an entire team. Expectations that have not been clearly communicated can lead to confusion and frustration.
A timely, clear and respectful conversation can often keep a situation from escalating.
But acting early does not mean handling everything alone.
Recognizing when support is needed
Managers do not need help with every difficult conversation. Working through issues directly with employees is an important part of their responsibility.
Some signs, however, should prompt them to seek advice: an initial conversation has not led to improvement, the same behaviour keeps recurring, or conflicting accounts make it difficult to establish the facts.
Support is also needed when the situation begins to affect other team members, emotions are running high or the manager feels they are losing their objectivity.
If the situation could lead to formal action or have significant consequences for the employee or the organization, it is better to get advice before acting than to try to undo a misstep afterwards.
That does not necessarily mean handing the matter over to HR.
A manager may simply need to talk through their approach, prepare for a conversation or get another perspective. Recognizing that need is part of sound management judgment.
Some situations call for advice from the outset
Managers should not always wait to see whether their first attempt to resolve an issue works.
When a situation involves allegations of harassment, violence or discrimination, raises a health and safety or accommodation issue, or could lead to significant disciplinary action, they should get support before proceeding on their own.
These situations can have serious consequences for the employee, the manager and the organization. They require a structured approach and a sound understanding of the employer’s obligations.
Seeking advice early does not remove the manager’s responsibility. It helps them respond fairly, consistently and appropriately.
Preparing managers before problems arise
The challenge for organizations is to prepare managers before these situations arise.
Managers are often trained on the processes, goals and responsibilities associated with their role. But are they adequately prepared for the more difficult aspects of managing people?
Giving feedback that may not be well received. Addressing problematic behaviour. Clarifying expectations. Stepping in when conflict begins to develop.
Above all, distinguishing between situations they can handle themselves and those that call for support.
These skills do not come automatically with a management position. They develop through practice, practical tools and guidance.
Knowing how to respond is part of leadership
Good managers do not have to resolve everything themselves.
They need to notice what is happening, address concerns early, communicate clearly and recognize when a situation goes beyond what they should handle without support.
That is the kind of judgment we aim to build through our leadership development program.
We work with the situations managers face in their roles: difficult conversations, expectations that need to be clarified, behaviour that needs to be addressed, tension within teams and decisions that sometimes take courage.
The goal is not to turn managers into labour relations specialists. It is to give them the confidence, judgment and tools to respond at the right time and recognize when they need help.
A well-prepared manager understands the importance of acting early—and knows when to ask for support.