How to deal with employees who don’t get along
Any business will have employees who donât get along from time to time. Whether itâs because of differences in their personalities, lifestyles, opinions or some other factor, sometimes employees just donât mesh.
And when thereâs discord in the workplace, it affects everybody.
The resulting tension not only makes the office environment uncomfortable â it can also negatively impact your businessâs productivity.
At the same time, the old saying that iron sharpens iron represents the upside of the situation. Handled constructively, employee conflict can lead to healthy competition, process improvements, innovation and enhanced creativity.
Here are some tips to help you tactfully turn conflict into consensus between feuding employees.
Step 1. Understand the nature of the conflict
Itâs often tempting to make assumptions about conflict, especially if rumors are circulating. But donât assume anything. Instead, figure out whatâs fueling the disagreement between your employees.
First and foremost, make sure youâre not dealing with an Equal Employment Opportunity Commission (EEOC) issue, such as workplace harassment or discrimination. Become familiar with your companyâs harassment prevention polices and guidelines, if you arenât already. And if you donât have these types of policies currently in place, make that a priority.
Remember, with harassment, itâs not the intent of the behavior but how the behavior is perceived.
Once youâve ruled out any EEOC issues, what are some other underlying circumstances that may be causing or worsening the conflict? Are there clashing work styles at play? Is it a high-stress environment? Is a new project creating tight deadlines? What about a difficult client? Are some employees spreading gossip or bullying coworkers?
There may be a variety of factors causing hostility among your employees. Getting an initial read on whatâs at the heart of the matter is essential to successfully resolving the issue and avoiding future conflict.
Step 2. Encourage employees to work it out themselves
As a business leader, you want your employees to be as self-sufficient as possible. After all, youâre their supervisor or manager â not their mother.
Keep in mind that reacting to every worker complaint may actually heighten the drama and make the situation worse. Doing so could even cause some employees to think youâre playing favorites.
That doesnât mean that encouraging your team to manage issues on their own wonât require a little facilitating on your part, especially if you have employees who tend to avoid confrontation.
Provide guidance or talking points, if needed, to help each employee approach the other person in a positive manner. Donât set the expectation that youâll fix the problem for them. You can facilitate the discussion, but thatâs where you should draw the line.
Always use your best judgment when it comes to addressing employee complaints. Consider taking a structured approach like this one:
- Determine whether the situation is emotionally charged and define the severity of the conflict.
- Once youâve assessed the issue, if appropriate, talk to each employee individually to let them know youâre aware of the situation.
- Then, encourage open communication and resolution among the employees involved. Ask them if they feel comfortable going to the other employee and handling it one-on-one.
When people work together, disagreements will occasionally happen. Thatâs a given. But disrespect is another story.
Employees who donât get along should still treat each other with respect and make an effort to listen to the other personâs side. Using words such as âI feelâ (instead of âyou didâ) can also help prevent the conversation from becoming defensive.
Conflict resolution doesnât necessarily have to end in agreement. Sometimes, itâs best to agree to disagree, respectfully. When that happens, employees should acknowledge there is a difference of opinion or approach, and come up with a solution together on how to move forward.
Keep the focus on behavior and problems rather than people.
Step 3. Nip it in the bud quickly
Unfortunately, some situations wonât work themselves out on their own and youâll be forced to step in. If ignored, employee disputes can infect the entire workplace and eventually taint the reputation of your company. Other employees may find themselves unintentionally drawn into the conflict. This âemployee sideshowâ can further derail productivity.
Get to the root of the problem and stop the landslide before it starts. Make sure the message is clear that all employees, regardless of position and tenure, will be held accountable for their behavior. Let them know that if established standards arenât met, it could lead to disciplinary action.
Step 4. Listen to both sides
When itâs time to get involved, start by dismissing any gossip that may be buzzing around the office, and donât buy into whatever you hear.
Instead, deal with the two individuals or groups of people who are directly involved in the incident and worry about other staff members later. Most employees want to feel listened to or acknowledged, so ask each person responsible to explain their side of the story.
Before deciding whether to meet with the disagreeing parties together or separately, try to evaluate the degree of hostility between them. Remember, youâre there to discuss facts, not emotions.
If you determine that speaking to the employees together might work best, provide each with uninterrupted time to give their (fact-based) side of the story. Once all employees have had this opportunity, ask each of them to offer ideas on how the situation could be resolved and how all parties could move forward. This is basically a mediated version of step two.
Whatever you do, donât take sides. This will only fan the flames and make matters worse. As a business leader, you need to be as objective as possible.
For conflict resolution to be successful, itâs important that your company train supervisors and managers to coach employees in this area. Poorly trained managers can make the situation worse, which can lead to low morale, disengaged employees and even increased turnover.
Step 5. Determine the real issue, together
Often, the actual cause of an employee argument is clouded by emotions. By the time the issue is brought to a managerâs attention, the squabbling employees may already be angry and defensive. Thatâs why itâs important to slow things down and listen.
To get beyond this emotional wall to the truth of things, encourage each employee to articulate the issue in a calm way. Treating emotional symptoms alone only puts a temporary Band-Aid over the issue. Get to the crux of the matter, so you can find a permanent solution that wonât be as susceptible to future flare-ups.
If you donât feel comfortable doing this yourself, or you donât think you can be impartial, consider working with an experienced HR professional to handle the situation.
Step 6. Consult your employee handbook
Reviewing pertinent company policies in your employee handbook may shed light on the best approach to solving the problem. Sticking to the common ground rules that every employee is expected to follow at all times can be a practical way to remain objective.
Some examples of policies you should include in your employee handbook, if they arenât already, are guidelines for appropriate conduct and conflict resolution. Conflict based on a protected class falls into the category of harassment or discrimination, as referenced under step one.
So, your handbook should contain these policies, as well as a policy against harassment/discrimination and instructions on how to file a complaint.
To help ensure you reach a fair resolution, make sure your decision is aligned with company policy. No employee should be above workplace rules. Letting an employee slide when theyâve clearly gone against the rules will weaken your authority and cause resentment in the ranks.
Step 7. Find a solution
Employees donât have to be best friends; they just need to get the job done. And donât forget â thereâs good and bad conflict. Help employees learn the difference.
Donât completely rule out organizational changes, either.
Sometimes, if it comes down to it, you can improve employee focus and the workplace dynamic by reorganizing teams. It may be helpful to give the employees involved time to âcool offâ before they work together again.
You have a business to run, and if the conflict continues, it could seriously affect productivity and performance. Recognize when itâs time to re-evaluate your staff. One antagonistic employee can wreak havoc on the rest.
Step 8. Write it up
Whether employees like it or not, itâs important that you document all workplace incidents. Recording these events will help you monitor behavior over time and notice repeat offenders that may be negatively impacting your office.
By handling and documenting incidents properly, you can also protect your business should a disgruntled employee try to take you to court. Itâs essential that you write down factual information from each employee-related incident. Be sure to include the counseling or written memorandum concerning the employeesâ conduct in their HR file.
Include the who, what, when, where and how, as well as the resolution that all parties agreed on and committed to uphold.
Step 9. Teach them how to communicate
For some troubled employees, talking out a situation isnât enough. Typically, people who have these types of problems likely have communication issues already. If thereâs a lot of discord among your staff, itâs probably time to teach them some basic communication and problem-solving techniques.
Personality assessments and training, such as the DiSCÂŽ profile, may help your employees communicate more effectively as a team. These courses teach employees how to articulate their thoughts and emotions in a nonthreatening way. The techniques they learn can help them diffuse conflicts before they blow up.
Step 10. Lead by example
Set the standard for employees who donât get along â and employees in general.
Building a culture of engaged employees, who respect each other and work well together, is a top-down proposition. By speaking to your employees in an honest and respectful manner, you create an environment that fosters integrity and communication. When youâre open and honest, employees are more likely to follow suit.
So much of your company culture is based on how everyone interacts with one another. Leading by example becomes almost automatic when you simply reinforce and uphold your companyâs values, policies and guidelines in an objective way.
Youâll build trust company-wide by not expecting anything from your employees that you donât require of yourself.
Looking for more tips on how to positively influence your team as a leader? Download our free magazine, The Insperity Guide to Leadership and Management.
I enjoyed this article & its straight forward approach to such a difficult, for some, topic. I would like to know the date for when this was written, if possible. Thanks for the insight!
Hi Mysti, Thanks for reading and sharing your feedback! No problem – this article was written on March 13, 2018.
Thanks again Megan. I will certainly be passing this article along to others, that will find it extremely helpful in the workplace. Cheers
You’re welcome, Mysti. Thank you for passing this article on to others! Have a great week ahead. đ
This is a great article. Sometimes Employee Relations is the issue, and creates a nepotistic like toxicity as s a sub culture within an organization. Policy means nothing to them because they know how to circumvent it. They tend to psychologically abuse an employee as a group, to hide to bad behavior of a senior employee within the organization. Gossipers and people who prefer drama are those organizations greatest assets and a deeply engrained part of their dirty playbook.
I unfortunately am finding myself in this situation as a employee, I have been accused of various things by one or more (my managers were very vague about this) and have been give a ultimatum to fix my perceived personally and/or mannerism problem by the end of the month or I am fired. This was all dropped on me out of the blue as I had no idea any of this was going on aside from one in the office who has been complaining to me quite often about another employee who I am sure was given a similar ultimatum but with several months to address the problem unlike me. The reason being is that I assume that because our contracts end in a little over a month it would just be easier on my employers to get rid of me now instead of giving me longer to try to address the situation, I have been strongly discouraged from trying to sit down with my coworkers to try to work this out.
Hi there, So sorry to hear about your feeling discouraged in your current situation. Have you been able to discuss your concerns with your manager? He or she may be able to offer guidance on plans moving forward.
The sad part is we get to deal with mangers who are not treating their staff fairly, equally , which creates unethical environment and obviously when the main root in the organisation can not be a role model to others , how they run a work place. this let down staff morality and trust and ultimately effecting the organisation with low performance or efficiency. sometimes i feel some big companies wont worry too much loosing a good staff member because they always making money and they would not worry loosing a one as they know there are plenty of people who they can hire into the company đ it always sad when you wont receive a leader đ
Thank you for your insight – you offered some great points for further consideration on the topic of workplace atmosphere. We appreciate you sharing with us.
VERY GOOD ARTICLE. UNDERSTAND VERY WELL. SO THANK YOU
Thank you for your thoughtful feedback! Glad you enjoyed the read and found the information helpful.
so good and easy to understand
Thank you! Really appreciate your feedback and glad you enjoyed the read đ
Great article!
Thank you, Linda! We appreciate your taking the time to read it and share your feedback.
I found this to be very helpful
Thanks for your comment, Dwanz! Glad you enjoyed the read.