Recession triggers increase in senior management personality conflicts

Published: 1st June 2009

A leading law firm is reporting an increase in senior level personality clashes at work as a result of widespread job losses across UK industry.

Mace & Jones head of employment law Martin Edwards said with staff numbers being slashed more senior managers are having to work closer leading to conflict.

"We are seeing an upsurge in work from employers who are experiencing problems with senior staff since the recession," he said. "Senior managers who previously worked apart are having to work more closely because redundancies are creating smaller teams. This is leading to personality conflicts as egos clash, insecurities are heightened and areas of responsibility are redrawn. Experience shows that personality conflicts are one of the most destructive employment issues in a workplace. Work is disrupted and teams are divided. This in turn leads to poor management, missed targets and bad working environments. All at the worst possible time in the teeth of a recession. For employers this is a headache which needs very careful treatment."

Mr Edwards advised employers not to bury their heads in the sand when personality conflicts arise.

"No business can tolerate staff who cannot put their differences aside for the good of the firm," he said. "To an extent personality conflicts will always happen. But if senior management, the leaders of the business, cannot work together this is a very serious problem. The reasons for conflict should be investigated and means of resolving them discussed. As a last resort, if the breakdown in relationships is irretrievable, it may be necessary to contemplate dismissal."

Mr Edwards said managing personality conflicts is clearly a very sensitive area and it is critical that employers take expert legal advice.

"Personality conflicts can give rise to a lot of bad feeling," he said. "This is why expert legal advice is important to ensure the employer minimizes the legal risk and cost to the business. Employers should not sweep serious personality conflict problems under the carpet in the hope they will resolve themselves. They rarely do. Failure to act can cause huge problems to a business. But decisive action can work well nipping problems in the bud."