Do not ignore the problem
As Forbes states, if you know about a problem, you should not ignore it: deal with it even if no one has approached you officially with such a request. Some managers try to avoid unpleasant talks and conversations and thus do not get involved in certain conflicts that do not seem too serious to them. But in the end the problem may only get bigger and then cause serious trouble at the least convenient time.
Listen to all involved parties with respect
If you do decide to get involved, it is your duty to listen to all those involved in the conflict and thus form your own understanding of what is actually happening. Show all employees the same level of respect and understanding, and avoid a situation in which you let only one party explain the conflict and draw conclusions from that.
Know your boundaries
Although the team manager is the authority who should be able to solve most conflicts between employees, you do not necessarily always possess the essential knowledge or power to do so. If the problem concerns a technical aspect or a field you know nothing about, invite an expert. If it is a matter of unlawful behaviour or serious case of bullying or discrimination, do not try to solve the problem on your own: work with people and institutions who have the necessary knowledge and authorities.
Solve the very root of the problem
When handling a conflict, do not just stay on the surface. Quite the contrary: via conversations with the people involved, get to the root of the problem and solve it, even if at the given time it might be more unpleasant to do so than just treating the symptoms of this problem.
-mm-