What do you do if team members in your environmental consulting firm are constantly at odds?

Leadership is needed to keep the teams aligned with the goals and objectives, so it is needed that there is a strategy in place that is known by everyone, and this strategy is based on the values, mission and vision of the firm. If this is clear to the members of the firm, then it gets a little bit easier to identify when deviations happen and to align expectations and efforts.

Half the battle here is understand the issue. What’s actually happening? What is setting these individuals at odds? Why does this keep persisting? We’ve had situations on our team where, colleagues are at odds with each other for the EXACT same reason: they are both in their heads. He thinks she’s judging him. She thinks he’s judging her. When in reality, they are both just self conscious about their work output and role, and it actually has NOTHING to do with one another. Confusing, right? But it actually is so common. The root of the issue here is simply CONFIDENCE. And by sitting the team down to talk through what we’ve identified, we can start moving towards resolution.

In my experience, when team members are constantly at odds, it's crucial to identify the root issues causing the conflict. I believe that open communication is key, so I focus on creating a space where everyone can express their concerns and feelings. I find that facilitating a constructive dialogue helps to uncover underlying problems, whether they're related to work processes or interpersonal dynamics. Once the issues are clear, we can develop collaborative solutions that align with our firm's values, leading to a more harmonious work environment.

Then once we all understand on the team what the root of key issues are, we need to be able to talk about it. Calmly, thoughtfully, empathetically. This requires a safe space where everyone feels heard and that things said aren’t taken personally. Rather, the team has the ability to share all in the name of “progress.” We value each other for our skills and contributions—that’s why we are all on the team. But, we recognize that we need to push past issues and work together through outward and open communication. This isn’t easy, but the act of transparent comms will go a long way if established as the NORM. We have seen a lot of success when we allow the doors to be open in this way, and for team members to share their truth, respectfully.

In my experience, when team members in an environmental consulting firm are constantly at odds, encouraging open dialogue is key. I believe that fostering a culture of communication can help address underlying issues. I find that holding regular team meetings, where everyone has a chance to speak, encourages transparency and trust. This approach allows team members to share their perspectives and listen to others, promoting understanding and collaboration. By focusing on open dialogue, you can often resolve conflicts and strengthen team cohesion.

In my experience, when team members are frequently at odds, it's critical to set clear expectations from the start. I believe that misunderstandings often arise from a lack of clarity about roles, responsibilities, or goals. I find that outlining these expectations early and reinforcing them consistently helps reduce conflicts. By establishing clear guidelines for communication, collaboration, and problem-solving, everyone knows what's expected of them. This approach creates a structured environment where team members can focus on achieving shared objectives, minimizing friction and improving teamwork.

In my experience, constant conflict among team members often signals a need to facilitate collaboration. I believe that encouraging teamwork and shared goals can bridge differences. I find that creating cross-functional projects and collaborative workshops helps team members connect and appreciate each other's skills. By facilitating regular brainstorming sessions and joint problem-solving activities, individuals start working together rather than against each other. This collaborative approach not only resolves existing conflicts but also fosters a more unified and harmonious work environment for the future.

I have found that most of the time, why team members might be dropping the ball or at odds is because they simply just need help resolving conflict. They might be too afraid to ask for it and it’s up to the leader of the team to see how they can support the process. Acting as “middle support” can go a very long way, and build trust within the team. This is where time, patience and empathy come in big time. It might seem like so much extra work to help this way—but if you can provide insight and strategy on how to get to resolution quickly, these colleagues will (hopefully) apply that learning in the future. I’ve personally seen this go a long way with my current and past teams. That little extra support facilitating means a lot!

I have found that most of the time, why team members might be dropping the ball or at odds is because they simply just need help resolving conflict. They might be too afraid to ask for it and it’s up to the leader of the team to see how they can support the process. Acting as “middle support” can go a very long way, and build trust within the team. This is where time, patience and empathy come in big time. It might seem like so much extra work to help this way—but if you can provide insight and strategy on how to get to resolution quickly, these colleagues will (hopefully) apply that learning in the future. I’ve personally seen this go a long way with my current and past teams. That little extra support facilitating means a lot!

In my experience, when team members are constantly at odds, providing training can be a game-changer. I believe that conflict often arises from a lack of understanding or miscommunication. I find that offering training in areas like conflict resolution, effective communication, and teamwork can help bridge these gaps. These sessions create a shared foundation of skills and tools that team members can use to address disagreements constructively. By investing in training, you're not just resolving current conflicts but also equipping your team to work better together in the long run.

In my experience, when team members are constantly at odds, it's crucial to monitor progress after addressing the issues. I believe that resolving conflicts isn't a one-time fix; it requires ongoing attention. I find that regularly checking in with the team helps track how relationships are evolving and whether the underlying problems are being resolved. By scheduling follow-up meetings and encouraging open feedback, you can gauge the effectiveness of your conflict-resolution efforts and make adjustments as needed to ensure a harmonious and productive work environment.

In such situations, fostering open communication and promoting team-building exercises can help resolve conflicts. Encouraging mutual understanding of differing perspectives and emphasizing shared goals can align team members towards effective collaboration. If conflicts persist, seeking mediation or implementing structured conflict resolution processes may be necessary.