Two officers of a small company found themselves in recurring conflict, degrading the ability of the company to perform analyses and initiate performance improvement projects. Politicking outside of open meetings further entrenched positions. Leadership discussed the importance of teamwork and institutional objectives, but this messaging did not improve the situation.
After meeting with the officers separately and investigating the sources and fuels of the conflict, a series of open work meetings were scheduled. At first, I served as a safe intermediary in all conversation between the officers. In these exchanges, I voiced the needs, concerns, and positions of each side, so they both felt fairly heard. As the working process began to move forward in a positive way, it proved that neither officer sought to undermine the other. Neither side was criticized or treated like a wrongdoer. The motive of working for the good the organization was continually reinforced.
As comfort and productivity increased, I reduced my role as intermediary. Whenever old presumptions and negativity began to reemerge, I stepped back in to prove the new working relationship could prevail. A collaborative culture had been restored.
When employees feel respected, heard, and valued, fuels for conflict diminish.
Examples of services:
Organizational assessments
Cultural assessments
Business planning meetings
Individual counseling
Realignment meetings
Milestones and checkpoints
Performance improvement plans
