A CERTAIN DEGREE OF CONFLICT IS HEATHLY

There is a misconception that conflict means combative. If you address conflict quickly and relentlessly, it can mean nothing more than coaching.  Conflict is a swb person occasionally not using the script and you (and other managers) relentlessly insisting and following up for them to do so – explaining the standard, expectations, and consequences. That is conflict coaching. Regardless of how the employee performs, there are no surprises keeping further conflict minimal IF you explained consequences while coaching. Additionally, you are doing the right work protecting the culture by protecting standards. 

Take the same example and instead of addressing the issue, we avoid conflict coaching hoping the employee will catch on or figure it out. Of course, we know we get the behavior we accept. The longer we avoid conflict coaching the more culture declines and deteriorates creating more and bigger conflicts in the future - creating combative conflicts. The silly part about avoiding conflict coaching is … 

If we/you won’t address conflict when it is small and easy, how do we/you plan to address when it is big and messy? 

The better we/you are with conflict coaching, the less you will need combative conflict skills. 

Whether the conflict is getting an assistant to stay on point with standards, audit procedures, employee development - it is very rare where a combative conflict situation could not have been avoided with conflict coaching prior. The longer you avoid conflict coaching, the harder it is to keep employees and culture on point, and the more you set yourself up for conflict combat. 

Constantly be on lookout for conflict coaching opportunities strengthening the culture and your people. Never miss an opportunity to make your people, and culture better while eliminating combat conflict situations.