When two colleagues stop sharing information or a manager receives repeated complaints, the next conversation matters. Start by understanding the concern, checking the process that applies and deciding what support is needed.
Choose the right first step
Before arranging a joint discussion, speak with the person raising the concern and check what has happened. A disagreement about responsibilities, a pay query and an allegation of threatening behaviour need different responses.
- A work-process disagreement: clarify the task, responsibilities and information each person needs. A facilitated conversation may help if it is appropriate for everyone involved.
- A pay or entitlement concern: check the applicable award or agreement and the relevant records. Use its dispute procedure where it applies.
- A serious allegation or safety concern: assess immediate risks and the formal reporting process. Seek appropriate advice before deciding whether a joint meeting is suitable.
Explain who will handle the concern and when the person can expect an update. If the complaint involves their manager, provide another appropriate contact.
The Importance of Conflict Resolution in Leadership
Conflict resolution is a cornerstone of effective leadership. Leaders who handle conflict effectively not only enhance team cohesion but also drive sustainable business growth by promoting a positive work environment. When conflict is addressed early and thoughtfully, teams remain focused, engaged, and productive, making it a critical leadership skill.
Top Conflict Resolution Techniques for Leaders
Active Listening
Active listening is one of the most effective skills a leader can develop. This technique goes beyond simply hearing words—it involves being fully present, acknowledging the speaker’s perspective, and clarifying points to prevent misunderstandings. Leaders who practise active listening reduce miscommunication, promote mutual understanding, and are better equipped to address underlying issues.
Empathy and Perspective-Taking
Showing empathy by recognising and validating team members’ feelings is crucial in conflict resolution. Empathy allows leaders to approach conflicts from a place of understanding, which builds trust and encourages cooperation. When leaders understand diverse viewpoints, they create an atmosphere where people feel respected and more willing to find a shared solution.
Problem-Solving Together
Collaborative problem-solving is essential for a harmonious workplace. This technique encourages leaders and team members to work together, creating mutually beneficial outcomes. By focusing on shared goals and brainstorming solutions, leaders foster a culture of inclusivity, innovation, and cooperation, which helps prevent future conflicts from arising.
Steps to Resolve Conflict Effectively in the Workplace
Identify the Root Cause
Understanding the root cause of a conflict is essential to finding a resolution. By exploring what has led to the disagreement, leaders can address the true issues at hand, rather than just the surface-level symptoms.
Encourage Open Communication
Promoting a culture of openness where team members feel comfortable expressing concerns can be transformative. Leaders should encourage respectful and clear dialogue, which often helps to resolve issues before they escalate.
Understand the problem before agreeing a solution
Check the relevant facts and each person’s account before deciding what needs to change. Clarify any points still in dispute. Where an informal process is appropriate, discuss practical options and agree responsibilities without pressuring someone to withdraw a concern.
Implement Agreed-Upon Solutions
Once a solution is reached, implementing it promptly shows that leaders value the resolution process and respect everyone’s input. This step also reinforces trust and accountability within the team.
Follow Up and Reflect
Following up is an often-overlooked but essential step in conflict resolution. Checking in with those involved ensures that the solution has been effective and signals the leader’s commitment to sustained harmony.
Use a fair, documented process
Check the relevant workplace policy and any applicable award or agreement dispute procedure. Listen to the people involved, record the concern and agreed next steps, and arrange follow-up. The Fair Work Ombudsman’s effective dispute resolution guide explains how a clear, fair process can help employers and employees address disputes. Its workplace problem-solving steps also cover checking the rules, gathering information and putting the outcome in writing.
A practical conversation and follow-up checklist
- Prepare. Write down the specific concern, relevant examples and questions you need answered. Separate what you observed from what others have reported.
- Listen. Give each person space to explain their experience. Ask what happened, when it happened and how it affected the work.
- Clarify. Summarise what you understand and check it with the person. Avoid making findings before you have the relevant information.
- Agree next steps. Record actions, responsibilities and a review date. Explain who needs to know and how updates will be shared.
- Follow up. Check whether the agreed changes happened and whether further support or a different process is needed.
Example: turn a handover disagreement into a clear action
Illustrative example, not a client case study. Two supervisors disagree about who should pass on unfinished work. After hearing each account, the manager might say: “I understand the afternoon team did not receive the outstanding-job list. What information was available, and where did the handover break down?”
If the issue is an unclear process, agree who updates the list, where it is stored and who checks it at the change of shift. Set a review date and ask both teams whether the change is working. If the conversations reveal a more serious concern, reassess the process instead of treating the checklist as the whole solution.
A short follow-up record can use five headings: concern; information checked; agreed action and owner; due date; review outcome. Keep factual notes, distinguish reported claims from findings and restrict access to people who need the information.
When an informal conversation is not enough
Allegations of bullying, discrimination, harassment or serious misconduct may require a formal response. Do not assume a joint conversation or mediation is suitable. Consider immediate safety, the applicable policy, conflicts of interest and whether an independent investigation or specialist advice is needed.
For example, a disagreement about a handover process may be helped by clearer responsibilities. An allegation of repeated threatening behaviour calls for a different assessment. Understand the issue before choosing the process.
Get help with the next conversation
We can help you assess the situation, plan a fair process and support your managers with practical advice.