Our HR team works with clients every day who have workplace conflict, so a recent article on this topic identifies some recommendations that we know can help minimize the potential.
First, no one likes dealing with this but letting conflict go unaddressed is too costly. It’s estimated that leaders spend more than 10% of their time managing conflicts, and ignoring them can lead to presenteeism, absenteeism, reduced productivity, and turnover. So as hard as it can be, a critical responsibility of leaders is to address these quickly.
Some fundamental recommendations outlined by Kim Laughlin, owner of Cultural Apex Coaching and a recent speaker at an HR conference are outlined below, with my additional comments.
Regular Check-Ins. Some assume that one-on-ones are routine or low value. Done consistently, they give leaders a window into the small tensions and nuances building on their teams before those issues escalate. “Your team is your lifeblood,” she said. It is also critical that these tensions identified in these check-ins are addressed, or employees won’t believe there’s any value in the check-ins.
Set clear expectations from the start. Most workplace conflict grows in the gap between what people assume and what’s actually required of them. Spelling out roles, behaviors, and goals upfront removes the ambiguity that feeds drama. When people know what’s expected, there’s less room for misinterpretation and resentment.
Communicate with intention. Effective communication isn’t just about talking — it’s about being understood. Leaders should say what they mean directly, verify that their message landed, and create space for honest dialogue. Pairing newer leaders with experienced ones can be a practical way to develop this skill through observation.
Understand different communication styles. Tools like the DiSC assessment help leaders recognize that people process information, express themselves, and react to situations in genuinely different ways. A leader who understands this stops misreading a different communication style as bad intent — a common source of unnecessary friction. We provide DiSC and other assessment tools that can be used to help understand your employees.
Give feedback while it still matters. Problems left unaddressed don’t go away — they compound. Coaching leaders to deliver timely, specific feedback means small issues get resolved before they evolve into full-blown disputes that require formal intervention. Our HR team often helps supervisors and leaders role play these situations, so they are more comfortable providing constructive feedback.
Hire and promote leadership ability, not just technical skills. A top-performing specialist isn’t automatically a strong people leader. Organizations that advance employees based on their ability to communicate, listen, and guide others build management teams that prevent drama rather than create it. This is a classic mistake our HR team sees, so it’s critical to assess employees before putting them in leadership roles, and ensuring adequate coaching is provided to improve skills.
Modeling the Culture You Want
Skills alone aren’t enough — culture is what makes them take hold, and leaders set the tone through their daily behavior. People watch what leaders do far more closely than what they say, so modeling the right behavior is essential.
Hold everyone to the same standard. Accountability and respect cannot be applied selectively. When expectations are enforced consistently — regardless of who’s involved or how well-liked they are — it builds trust across the organization and protects against claims of unfair treatment. Laughlin put it bluntly: “How many does it take to ruin a culture?” One. And that’s a really scary number.”
Make one-on-ones a consistent habit. Regular check-ins signal employees that leadership is paying attention. They create a safe, low-stakes environment where concerns can surface early — before they turn into grievances or disengagement.
Listen to understand, not just to respond. Mindful listening — putting down the phone, asking follow-up questions, staying present — tells employees that their perspective matters. People who feel genuinely heard are far less likely to act out or let frustration fester.
Document behaviors as you go. Keeping clear records of both positive conduct and areas of concern isn’t just good practice for legal protection — it supports fair, consistent decision-making and removes ambiguity when a pattern needs to be addressed.
Lead with renewed purpose. When leaders reconnect with why their work matters, that energy is contagious. A clear sense of purpose inspires teams to show up more fully, treat colleagues with more respect, and take genuine ownership of the culture being built around them.
Our HR team can help provide guidance and recommendations to help minimize the potential for workplace conflicts. Now and then, that might include a frank discussion about the true value of an employee who may be causing conflicts and what actions may need to be taken if these recommendations don’t work. A business owner just said to me again last week that once they terminated that challenging employee, the workplace tension evaporated, and other employees all stepped in to cover those responsibilities. I cannot count the times I’ve had that discussion with clients over the years!
