Managing Conflict Without an HR Department: Tips for Solo Managers
Conflict in a small business feels different. You don’t have a whole HR team to step in. You don’t have a neutral “People & Culture” officer to mediate. You are the manager — and sometimes the founder, the receptionist, and the coffee-runner too.
And when conflict happens in a small team, it shows up fast — in morale, productivity, and sometimes, client relationships.
Here’s how to handle it, early and well, without needing a full HR department.
1. Don’t Wait Until It’s Obvious
By the time conflict becomes full-blown drama, it’s already damaging trust.
Rule of thumb: If you’ve noticed tension, the team has felt it for a while.
Listen for early warning signs:
Passive-aggressive comments
Sudden drops in communication
Team members avoiding each other
More mistakes or missed deadlines
Early intervention is cheaper than fixing broken trust later.
2. Create a “Safe but Clear” Culture
You don’t need a perfect culture. You need a predictable one — where people know:
What’s okay and what isn’t
That feedback can be given without fear
That bad behaviour will be addressed — not ignored
You set this tone by:
Talking about values in plain language
Calling out small issues calmly but directly
Making it okay to disagree — respectfully
3. When Conflict Happens: Use the 3P Rule
If you’re unsure how to start the conversation, try the 3P rule:
Private – Never confront someone in front of others
Prompt – Don’t sit on it for weeks hoping it resolves itself
Professional – Stay focused on the behaviour, not personal attacks
Example:
“I noticed there’s been tension during handovers. I want to understand what’s going on and how we can work better together — can we talk it through?”
4. Be Neutral, Even If You Have a Favourite
Yes, you might prefer one employee over another. But in conflict, you must play neutral.
Ask:
“What happened from your perspective?”
“How did that make you feel?”
“What do you think could improve this situation?”
Avoid:
Taking sides too early
Making assumptions
Bringing up unrelated issues to “win” the conversation
People can accept tough feedback if they feel heard and respected.
5. Focus on the Impact, Not Just the Emotion
Don’t dismiss conflict as just people “being dramatic.”
Tension causes:
Missed tasks
Client complaints
Team burnout
Resignations
Your job isn’t to be a therapist. It’s to reduce friction and help people work together better.
That might mean:
Redefining responsibilities
Setting boundaries
Holding people accountable for behaviour
6. Use Simple Documentation
You don’t need legal forms, but you do need records:
Email a quick summary of the conversation
Note down key issues, agreements, or next steps
Save it somewhere safe in case patterns repeat
This helps protect your business and shows you’re taking things seriously — even without formal HR.
Final Thought:
Conflict doesn’t mean you’ve failed.
It means you have humans working together — and humans have friction.
The goal isn’t zero conflict.
It’s to make sure conflict leads to clarity, not collapse.
