How to Take the Headache Out of Conflict Management

Conflict management is unavoidable in the workforce. Adopt this foolproof three-step plan to help leaders mitigate disruptions to productivity and culture when conflict arises or escalates between employees.

Here’s the truth: Nobody loves conflict. That is unless you’re watching Judge Judy lay into someone who bought a new Corvette without paying their child support—and only from the comfort of your own couch.

But in the real world, where people of all walks of life are working together closely, conflict— especially in the workplace—is inevitable. The key to any flourishing work environment where employees thrive is courageous leaders who are unafraid to address and work through conflict with their teams.

Whether you’re in the middle of a conflict yourself or trying to facilitate a resolution between team members, conflict can be uncomfortable; but it is not unmanageable. In many ways, conflict can improve outcomes when handled appropriately.

Luckily, there are proven tips and techniques for leaders to handle conflict like a pro (even if they don’t have a background in mixed martial arts). Here is a foolproof three-step plan that can help any leader, black belt or not, take the headache out of conflict management in the workplace.

3 Steps to Conflict Management

1. Address the conflict as soon as you become aware of it.

The only thing that spreads faster than viral droplets from an uncovered sneeze is office gossip about an interpersonal conflict. The longer leadership allows conflict to go unchecked, the faster it spreads and the higher likelihood that departmental morale and productivity will take a nosedive.

So before that argument between Financial Services and Operations makes it to the front page of TMZ, you’ll want to address conflict as soon as you become aware of it to avoid the problem from festering, worsening, or involving even more employees to become distracted from their work.

2. Triage the conflict by keeping your composure and being discreet.

The leader should immediately attempt to neutralize the conflict and minimize any impending impact on team members or production. This may require removing individuals promptly or quietly asking them to step away to have a brief discussion. Regardless of the severity of the issue, the leader should keep their cool and be as discreet as possible.

3. Map out an action plan.

Meet with those involved in the conflict in a safe, secure setting once all parties have calmed down. Then, identify a goal that can drive positive outcomes and implement boundaries to prevent the conflict from occurring again. This may look like having one or more meetings including a follow-up meeting to ensure progress continues to be made. The leader will want to be gracious and respectful of team members’ grievances or differences and remain a steadfast, neutral party throughout.

Conflict management is not enjoyable for anyone. But when met with grace, dedication, a listening ear, and a goal-oriented mindset, it presents a unique opportunity to build resilience, relationship-building, and emotional intelligence.

As a leader, facilitating conflict management between team members offers you a unique opportunity to listen attentively and connect with your team members. This builds trust and credibility as a leader, and empowers your employees to feel comfortable enough to come to you directly about any future issues before becoming inextinguishable.

The silver lining: In many ways, conflict management refines leadership abilities and builds character for all involved.

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