Lesson 22º








Conflicts within the team

The leader is aware that tense situations and heated discussion can arise from team meetings. Besides, it is on these occasions when people give their best and openly express their points of view.

The leader shouldn’t allow these tense moments to be the general tonic of these meetings, as if this happens the meetings will generate tension that will affect the unity of the group.

In these heated meetings, the leader can not allow people to go beyond the personal limits of respect.

When the leader is surrounded by competent people, people with personality and ambition, it is normal that in certain occasions there are frictions between them.

If there are differences of opinion in the initial stage, it is easy to solve them without too many complications. However, if the problem isn’t dealt with conveniently, it can get quite serious, creating a hostile situation that is difficult to solve.

To avoid misunderstandings, etc it is fundamental to have fluid communication within the group.

Hence, it is important to have periodic meetings (daily, weekly…) that give people the chance to see each other.

The leader doesn’t have to adopt a paternal attitude, trying to accept his collaborators:

His collaborators are adults and they should find their own solution to their differences.

However, if the confrontation starts affecting the team, the leader should intervene and let everyone know that he will not tolerate these types of situations, demanding that his collaborators solve their differences.

It needs to be pointed out that a team can only give their best when they are united, that’s why the leader can not tolerate disagreements between its members.

The leader has to be aware of the small details, as sometimes the differences between the team members are scarcely perceptible and are hidden by the people involved.

Usually those implicated hide their disagreements from the leader as they fear how he might react.

Besides, the leader should try to avoid giving cause to these situations (sometimes he will do this subconsciously) as they can deteriorate the relationships within the team.

For example: unjustified differences of pay, showing your preference for one of the team members (pointing out their work, presenting her as an example) creating a clique (having lunch frequently with one part of your team, etc).

Finally, indicate that if one member of the team is disobedient, the leader should remove him completely.