Two weeks ago, we received a call for conflict resolution strategies in Boise. The story, as it goes, is this. Six months ago, a long-tenured employee received a well-deserved promotion. This was her first time serving as a manager in charge of three direct reports. Having been with the company for a long time, she knew the entire operation inside and out, and her supervisor, a director, trusted her in this new role.
When the director called us, I could tell the issue was urgent. He explained that he noticed tension between the newly promoted manager and one of her direct reports right away. He had attempted several conflict resolution approaches, to no avail, before calling us. When we receive these calls, there are a few questions we like to ask before we decide if conflict mediation is the right solution for the situation. The first is to understand what the company’s desired outcome is. Next, we need to clarify what success looks like because saying “I want the conflict to go away” isn’t specific enough. Finally, we identify the pain point by asking “why is now the right time?” As I mentioned, this conflict has been an escalating problem for more than six months, so we wanted to understand why it became urgent now.
Armed with responses to these questions I was able to quickly identify the core issue and offer a solution. The core issue was that the other tenured employee was feeling devalued by having someone with similar tenure promoted to a position that influenced his daily operations. As the resident expert of his shop, he was frustrated by having someone with equal seniority in a manager role, which led to a slight loss of identity. Additionally, the employee was becoming increasingly frustrated with his manager’s approach to communicating expectations. This showed up as resistance and quickly led to the newly promoted manager feeling that she was doing something wrong, while the core issues were masked in a mess of miscommunication.
The solution in this case involved establishing clear channels of communication between the manager and the employee while acknowledging the sense of loss the employee was feeling. Both parties had to express their intentions in key situations so there were no feelings of micromanagement or power struggles. Furthermore, connecting their professional goals to building a cohesive work relationship was also crucial for moving forward.
When working with a consultant through conflict mediation, we will assess and address the core issues. I commend leaders who attempt to handle conflict themselves, as it can be very challenging. If you are in a leadership position and are experiencing conflict in your workplace, consider answering the questions I mentioned in the initial consultation to determine if hiring someone to help is the right choice.
If you’re navigating a similar situation and need assistance, consider exploring conflict resolution strategies Boise. By taking a strategic approach, you can not only resolve immediate tensions but also establish a strong foundation for long-term team cohesion and success. Our team is dedicated to making a substantial impact, providing personalized solutions that truly make a difference. We proudly serve clients in Boise ID, Bend OR, Sonoma County, Napa County, and beyond. No matter where you’re located, we’re here to help you navigate challenges and achieve your goals.
Founded in 1987, The Personnel Perspective is a management consulting firm specializing in human resources and leadership training and development. The firm’s core belief is that a company achieves organizational excellence through its people. Contact us to learn more: (707) 576-7653.