Associates that don't get along

Submitted by leader121 on Sunday April 3rd, 2011 10:04 am
in

Forums

Hello,

I am new to a Company and have inherited a team that does very well. There are about four associates that have to work closely together that do not get along. I am looking for advice about how to handle this situation. Last week I had one associate come to me reporting that she is uncomfortable at work because another associate is always rolling eyes at her. The other associate claims that the employee that complained is the one that has the issue with eye rolling.

From an HR perspective, am I allowed to monitor a discussion between the employees to help resolve their issues?

Thanks,

Submitted by stephenbooth_uk on Monday April 4th, 2011 6:40 am

Feedback

How much monitoring you do will depend on company policies, the law (e.g. RIPA in the UK) and how much free time you have. You probably don't have a huge amount of time for monitoring your staff.

I think your best bet is to rollout the trinity, if you haven't done so already. When you're at the stage of being able to give adjusting feedback and someone reports a negative behaviour you can ask yourself if you believe the person reporting the action to you and if you do give feedback as if you had seen it yourself. In coaching, coach for professional beahviour. Maybe get all of your directs to read something like "How to win friends and influence people" and/or point them to MT.

Stephen

Skype: stephenbooth_uk | DiSC: 6137

"Start with the customer and work backwards, not with the tools and work forwards" - James Womack

Submitted by TNoxtort on Monday April 4th, 2011 8:58 am

Rather than monitoring

Rather than monitoring conversations, I think you should get these people in a room, working together, with you, and watch them yourself. For example, there's an issue. Call them together in the room, ask them how they would normally approach the problem. Notice how they interact with one another. Ask them if they can work together to solve it, or if they need you to be involved. When I was younger, that was how a boss of mine got us to work together -- he told he us to work it out, and if we couldn't, he'd tell us what to do. Since none of us wanted that, we figured out how to work together.

Monitoring conversations is about the last thing you need to do.

Submitted by jhack on Monday April 4th, 2011 10:05 am