How do you handle employees who prioritize individual goals over team objectives, causing conflicts?

Before acting, it is important to understand why an employee puts personal goals above team goals. Perhaps he is not aware of the impact of his actions on the team or does not see the value of working together. Sometimes the reason lies in insufficient communication: employees do not understand the overall strategy or consider it incompatible with their interests. The assessment of the situation should be objective: observe the dynamics of the team, collect feedback, analyze work processes. It is important not to jump to conclusions – there may be a deep structural problem behind the external conflict. If a dispute is already brewing, it is useful to involve an independent mediator who will help you sort it out without emotion.

The team must understand that personal success is possible only through a team result. To do this, you need to clearly define the rules of the game: what goals the team has, what values underpin the work, and how everyone's contribution is evaluated. If expectations are blurred, people start pulling the blanket over themselves. Regular discussions about tasks and roles help reduce uncertainty. It is important not only to set expectations, but also to make sure that everyone shares them. The team leader should show by his own example that cooperation is not a compromise, but an enhancement of the overall result.

Conflict in the team – team members are not able to negotiate or express their position in a way that is heard. It is important here not only to create an atmosphere of open dialogue, but also to give people the tools to communicate effectively. Master classes on active listening, negotiation and mediation skills will help reduce tension in the team. Case studies from real practice will teach the team how to resolve disagreements before they escalate into a serious conflict. In addition, training should also apply to managers – the ability to notice a potential dispute in time and resolve it correctly makes the team more stable.

Learning alone is not enough – it is important to create an environment in which people feel confident and understand that working together gives them advantages. This requires clear mechanisms: regular updates on the status of the project, transparency in the allocation of tasks, and the opportunity to speak out in a safe environment. It is possible to involve an independent mediator who helps to defuse the situation and direct the dialogue in a constructive direction. It is also important to encourage initiative in joint projects, but cooperation should not be a responsibility, but a beneficial strategy for each team member.

Conflicts don't disappear immediately after one conversation. We need to monitor how the situation is changing: whether cooperation is improving, whether old tensions are disappearing, whether employees are taking the initiative. Regular meetings and discussions help to prevent new tense moments. If the parties to the conflict have agreed, it is important to check whether the agreements reached are being implemented. Neutral intermediaries or mediators can act as observers, helping the team to stay in the productive communication area. Sometimes conflicts turn into a hidden form, so it is important to monitor the atmosphere in the team, the level of employee engagement and the dynamics of their interaction.