Tales from Trenches: Lessons from the HR and ER Frontlines

By Mark A. Lema,  MHR, SPHR, SHRM-SCP.

In my experience as an HR professional committed to building strong workplace cultures and preventing unionization, I’ve seen many young managers struggle with one key challenge: fear of conflict.

One recent case involved a newly promoted supervisor who hesitated to address attendance issues and inappropriate behavior. His fear of being disliked or creating tension led him to avoid coaching conversations and disciplinary actions altogether.

This silence came at a cost. When managers fail to act, morale suffers, standards erode, and top performers become disengaged. Inconsistent accountability creates perceptions of favoritism and unfairness—conditions that often invite union interest.

Additionally, this supervisor’s lack of self-confidence created a communication gap, especially when changes needed to be enforced. He often responded with “this is coming from the big boss, not me,” prioritizing his acceptance by the team over delivering on strategic goals.

Supervisors must understand that leadership means guiding people toward success. A company cannot achieve its objectives without a motivated, aligned workforce. Supervisors have a duty to coach, correct, and communicate clearly with employees about expectations and performance. The more they engage in this, the better aligned their teams will be.

Unfortunately, this competency doesn’t come naturally—it requires practice and experience. Even the most seasoned leaders encounter difficult employee situations that don’t go as planned. No two cases are ever the same.

Knowing this, two things must be considered before assigning someone to a supervisory role. First, assess the existing team. If senior leadership already knows the group is challenging, then assign an experienced leader who is equipped for the job. Avoid promoting someone with no prior leadership background into a high-conflict environment. Conflict management is a core leadership skill.

Second, before promoting anyone, organizations should assess their ability to navigate tough employee issues—just as they would evaluate technical or strategic capabilities.

HR plays a critical role in helping managers overcome this fear. One-on-one coaching, policy education, and conflict resolution training can reframe accountability as leadership, not punishment. In my experience, role-playing is especially effective. Modeling tough conversations and providing immediate feedback helps build both competence and confidence.

And one final note—it’s not just young managers who struggle with conflict resolution. Even experienced leaders sometimes need coaching and support to lead with courage and consistency.