Resolving Staff Conflict

No organization – no matter how well run – is immune from staff friction.  In fact, executives polled in a recent Robert Half International survey said that almost a fifth (18 percent) of managers’ time – or more than seven hours a week – is spent dealing with staff personality conflicts.

Addressing these situations thoughtfully and swiftly is key to keeping interpersonal issues from jeopardizing the productivity of your team.  Following are tips on resolving conflict and establishing a culture of camaraderie.

Assess before intervening.  When you become aware of a potentially negative situation between employees, try first to let coworkers work out the issue on their own.  Even the most cool-headed employees occasionally let bad moods or minor misunderstandings get the best of them.  These minor tiffs can likely be resolved without your intervention.  However, if you notice that two staffers continually butt heads, call a meeting.  Listen objectively to their respective concerns and help them find a mutually satisfactory resolution.  While you should strive to get to the root of the discord, make it known that it is their responsibility to prevent distracting disputes in the future.

Don’t let one bad apple spoil the bunch.  Sometimes it’s obvious that friction is stemming from the actions of a single individual.  Just as the upbeat attitude of an eternal optimist can be contagious, a perennial pessimist also can influence the morale of your team.  Just one negative naysayer with a “sour grapes” attitude can damage your department's morale.  Therefore, it’s important to take corrective action quickly and assertively if an employee is regularly the source of staff discord.  Pull the offending party aside privately and inform him or her that the ability to collaborate and treat coworkers with respect is a core job requirement.  Your ability to address difficult employees will go a long way toward maintaining a collegial work environment.

Finally, remember the power of positive reinforcement.  Give frequent praise to individuals who exhibit the qualities you want others to emulate.  Doing so sends the message that you value professionals with well-developed people skills and a team-oriented attitude as much as you do audit expertise.

This article is provided courtesy of Robert Half Management Resources, North America’s largest consulting services firm providing senior-level accounting and finance professionals on a project basis.  For further information, visit Robert Half Management Resources’ website at www.roberthalfmr.com or call 1-888-400-7474.