Personal confrontation is uncomfortable and fearful enough. Multiply this exponentially if you’re a manager who has to manage and resolve conflicts between teammates. 

The simple answer. Get HR involved.

While managers truly want to help, unfortunately, they’re not equipped or trained to handle team conflicts. The longer they go unaddressed the more collateral damage follows.

1. The team
2. The culture
3. The sales
4. The retention
5. The purpose
6. The enjoyment

Resolving team conflicts is not just about clearing the air; it’s about creating a foundation for trust, respect, and renewed collaboration.

As a manager, you hold the power to facilitate this transformation—not by avoiding the discomfort, but by stepping into it with structure and purpose.

The outlined strategy provides a clear, actionable framework to guide these challenging conversations, ensuring that everyone feels heard, respected, and empowered to move forward. It’s not just about fixing a problem; it’s about fostering a culture where differences strengthen the team rather than divide it.

Here’s how I manage and resolve conflicts between teammates and departments. Here’s a conflict resolution strategy, that’s facilitated by the manager.

I bring the two people who have the conflict into a room with me. (Remote or face to face.)

I explain the following guidelines.

1. This is a safe place to discuss this and the conversation will not leave the room. That means being vulnerable.
2. An agreement is made to leave the room with a commitment way to address this in order to create a new, healthy relationship.
3. While it may be uncomfortable, the goal is to share your thoughts and frustrations, feel heard and acknowledged by the other person.
4. When speaking, the other person cannot interject, nor comment. Just listen to understand, not respond.

Once this is discussed, I ask them to share these 3 things about the other person:

1. What you resent
2. What you respect about the other person
3. What you admire about them
4. What you want/wish for

Be ready to manage this conversation, as it can get emotional. Let them know that’s okay, and to then get re-centered. After they share their responses, I ask the following questions to cement positive change.

1. What would a healthy relationship look like?
2. What needs to happen to create this?
3. What if anything, do you feel the other person needs to apologize for?
4. What role will each of you play in creating a healthy relationship?
5. What would hurt your relationship?
6. Knowing each of your intentions, how can you hold each other accountable around creating this in a way that sounds supportive?
7. What role do you want me to play to ensure you’re maintaining a healthy relationship?

Remember, conflict resolution isn’t about assigning blame or forcing apologies; it’s about building bridges. By setting a safe environment, asking the right questions, and holding individuals accountable, you pave the way for meaningful change. This isn’t just a management tactic—it’s a leadership principle.

When you lead with courage and empathy, you not only resolve conflicts but also model the kind of communication and collaboration that elevates your team, your culture, and ultimately, your results.