How do you believe a manager should handle rivalries and friction between co-workers?

Alan asks: How do you believe a manager should handle rivalries and friction between co-workers? Just curious in the viewpoint of this vast well of experience and knowledge. In some fields, this may be a very positive thing and in others...it is likely less than productive.

In answer:
In most cases, friction is a bad thing which results from poorly managed rivalry. Friction is also often a one on one personal thing, as opposed to a competitive internal rivalry.

Some functions thrive on rivalry - sales is the most obvious, although it can also spin into customer service: not good in my book, normally on measures of customers handled; where as best practise suggests that should be on customer satisfaction, where the internal goal needs to be totally inline with long term customer loyalty. Some companies even actively structure for rivalry - Seiko in watch design and innovation will have at least two teams on every design brief (to reduce time to market/increase the innovation); while HP never have a facility over 120 people, and hence have rivalry between associated facilities on similar products.

However, in each case where rivalry is built in, there is a great emphasis and specific activity on building overall loyalty to "one team, one brand." This is a bright and constant reminder on the hierarchy of message, in that "OK, there is rivalry - but at the end of the day its us as one team on one brand: screw the competition rather than each other!" Both Seiko and HP have such team building budgets and targets, as do the good sales managers on an at least quarterly basis - time scales beyond that tend to create friction situations.

Friction as a one on one focus is not good - it spreads like a poison across a team and a company, destroying first co-operation, then agenda, and eventually customers which leads to income reduction. I due diligenced a company for potential purchase last year, where the friction had got so bad that I had to meet the two equal co-owning directors on different occasions at different locations! Even the business sales agent couldn't cope with it or them.

Friction needs to be addressed quite simply like a boil - quickly, immediately, and wholly resolved at the end of it. A manager can spot the situation and find common agenda - if its done early enough, that agenda and loyalty to the company is large enough lever to act as the resolve - and create common agenda on which two people can then agree between themselves to accept difference but work harmoniously for their own and the common good. Where I have had conflict situations in teams, I ask the two protagonists to come back with an agreed written understanding - and suggestions on developmental learning: often friction is created but not understanding and lack of communication, rather than pure hate.

In summary, rivalry is not bad as long as the common agenda is big enough and supported by management - but friction needs quick and immediate cure before it destroys a lot more than a singular relationship.

I've been fired - how do I put this on my CV/Resume?

Joe asks: I was fired from my last job after 3 months (not my fault and I found out the company fired 6 employees before me in 1 year). I am presently seeking legal advise from a good employment law attorney that can give guidance on resolution. However, I did learn a lot - is there anyway I can put the experience on my CV/Resume?

In answer:
Yes, you need to place it at present on your CV/Resume. Most employers now employ checking services, which would find this period and investigate it. Leaving it off will need to be explained more/cause more damage than putting it on your CV/Resume and explaining it in an interview. Once five years has past, you could leave it out via a summary of career to that point.

Secondly, until it is resolved - and your current need for employment lawyers in NY suggests it is not - that it will highly limit your immediate employment opportunities. Few employers would employ some who is presently in an unresolved conflict with a previous employer.

Once the conflict is resolved, the way to tackle it in your interview is whether you were head hunted, approached by a recruiter or applied to an open advert? In the first two cases, it would tend to suggest a bigger mistake on the part of the employer than you; the later is more difficult to handle and would result in heavy probing of your ambitions, career path and motivation. What and which ever the answer, thinking through the answers to each scenario will enable a better chance of future employment.

Mending fences with a personnel agent

Francois asks: What is the best way to mend fences with a personnel agent once a job has gone wrong? I was off ill and had to quit an important assignment - she's still mad at me!

In answer:
It sounds like ..... not only did you go ill, but failed to communicate that with either the client or the personnel agent. That's a cardinal sin in the contracting world, and means you are highly unlikely to work for that agency ever again.

You could try apologising - that takes a lot of courage, and gains admiration as it is done so irregularly these days; as well as promising to have learnt your lesson and would fully communicate in the future should such a situation occur again. You have nothing to lose, so why not try it?