Secrets of Next-Level Entrepreneurs

CHAPTER 7How to Make Conflict Resolution Easier and More Productive

Jerry Fu

When I became the manager of a new pharmacy, I needed to find teammates to help run it. The most convenient solution was to hire people I knew from my previous employer. This previous pharmacy had just folded, leaving all its staff desperate for work. To give myself the best chance to succeed, I immediately recruited one of the lead technicians, who we'll call ‘Lisa.’ While I didn't work directly with her, she always seemed knowledgeable and competent. Given how little time I had to get a team ready for my first day, I didn't evaluate Lisa or other potential candidates beyond their titles and my previous interactions with them. I onboarded Lisa as soon as I was able.

After a month of work, Lisa began showing troublesome behaviors. Primarily, she liked to sow discord and doubt among the team, even as she acted like everyone's best friend. Whenever Lisa made mistakes, she would deflect any concerns I expressed. Everyone on the team, including myself, became reluctant to confront her because of her belligerence. Reluctance led to resentment. My hesitation in taking stronger measures to address her bad work habits took days, weeks, and even months. Every morning I would go to work with a pit in my stomach, wondering if Lisa would be in a good enough mood to get her tasks done without additional negative impact. I didn't want to feel like I had made a mistake by hiring Lisa. But the evidence against her ...