"In my current role, I was asked to work with two sales managers that were not seeing eye to eye in future planning processes, and I was asked to step in and intervene in the situation. My approach to this situation was to first meet individually with each manager to get their perspective on the situation, and lo and behold, both managers felt disrespected by the other. With that in mind, my approach to coaching their relationship focused on empathy and the ability to see things from each other's chair. I held an open forum where each could talk about times they felt disrespected by the other, and I think it was eye-opening for each. At the end of that single conversation, both realized that they competed with each other and agreed to work hand in hand for the betterment of the organization in the future."

"To me, conflict in the workplace is best settled when both parties understand and acknowledge the perspective of others and come to a mutual agreement to plan for differences. It is foolish to think that every relationship within a business setting will be 100% perfect, so these agreements are necessary. I did this recently with two nurses working side by side in an Emergency Department setting. The conflict began immediately, and the negativity only festered from there. As a facilitator, I promoted open and respectful dialogue between them about what bothered each person in their relationship. It became clear that each had their own unique upbringing in the healthcare world and differing perspectives on ideal care for patients, even when each of their philosophies fell under the expectations of the department. I was amazed to hear the two nurses work out a plan for handling each other's differences without being prompted by me."