Employees experiencing difficulties with one another often benefit when their manager acts as a mediator. Resolving conflicts improves workplace morale and redirects focus back to shared goals. Smart leaders know, though, that mediating and managing are two different things. When serving in this special capacity, managers do well to consider the following:
If your team is bogged down with employee disputes, communication is not flowing properly, and work is falling through the cracks. Do not sweep things under the rug, look the other way, or hope issues fix themselves. Effective leaders proactively mediate employee disputes and demonstrate a healthy willingness to make things better. And that is the message strong managers want to project to the entire team.
1. FUNCTION AS A GO-BETWEEN, NOT A JUDGE
Mediators guide involved parties to resolutions. They do not issue verdicts or hand out discipline. The role involves acting as an objective helper who facilitates discussion and encourages the sides to work together to improve the situation. Mediators provide a safe space for expression and remain impartial.
Mediation is an informal process that participants typically agree to voluntarily. Managers sometimes discover during mediation, however, that a larger issue exists. Harassment, violence, and other serious matters demand jumping back into a managerial position and managing the matter through documented, formal channels as outlined by company policy.
2. PROMOTE COMMUNICATION AND EMPATHY
People stuck in a feud often have surprisingly little awareness of the effect their actions have on the opposing side. Your presence can make sparring parties act more civil and listen to one another. Demand respectful behavior as each person is given appropriate time to express viewpoints without interruption. Encourage seeing matters from the other person’s perspective. Rephrase and summarize key points to offer clarity and ensure understanding.
3. STAY SOLUTION-FOCUSED
Do not be surprised if employees look at the meeting as a chance to try to sway you to their side. Reiterate that you are not there to find the underlying cause of who is right and who is wrong. Rather, the purpose of mediation is to acknowledge different interpretations of events and figure out what it will take for the parties to get along going forth. Ask what outcomes they desire, encourage flexibility, and seek creative solutions.
4. REMAIN OPTIMISTIC
Listening to employees embroiled in conflict can make you secretly wonder if any hope exists to work things out. But if you seem shaky, they may quickly give up. Look for common ground. What things, no matter how small, do everyone agree on? Then get each person to prioritize what he or she wants most for the future. Together, brainstorm ideas on how to achieve each side receiving that top thing.
End the gathering with everyone having a clear understanding of expectations. Express gratitude for their participation and confidence in their abilities to make their arrangements work. Informally check back with individuals later to gauge progress.
Mediating employee disputes requires managers to possess an elevated level of self-awareness and emotional intelligence—skills that can be grown and developed with the help of a seasoned mentor and coach.
Comments