Conflict reslolution and team development
In the newly bought-up branch of a logistics company, friction arises between the new branch manager and the former manager’s deputy.
Multiple changes of ownership within just a few years mean there is deep-felt uncertainty among staff and customers at the newly acquired branch. The group headquarters introduces a new branch manager to restore confidence and attract new customers to the business. Money is invested, a new warehouse is built and new staff are recruited. In this situation, the new branch manager becomes increasingly embroiled in conflict with the former manager’s deputy.
The area manager in charge calls upon Process One to deal with the conflict. The first step we take is to hold individual coaching sessions with the former manager’s deputy. Next, we coordinate a conflict discussion between him and the branch manager. During this discussion, those involved manage to develop an understanding for each other and their respective motives. They leave the discussion reconciled and decide that their next step should be to actively bring on board all the branch executives. For this purpose a two-day workshop is held to discuss teamwork and management matters. In various team exercises the participants learn how important it is for them not only to offer others help, but also to accept it. In future, they therefore want to work together in a more interactive manner.
From our point of view, however, the greatest success of this exercise is in retaining the former branch manager’s deputy. As an experienced member of staff who has been with the company for many years, he has crucial connections to the customers and team: when he is motivated and “in the swing of things”, so is the staff.
