| If you have an issue with your co-worker, work it out | | | | because staff members do not know how to |
| directly with her. "You don't need to tell me about it," | | | | approach the person in a way that they will feel |
| said a director to her staff. From there, the director | | | | positive about and comfortable with. I often hear staff |
| thought the co-workers would talk about the issue and | | | | say: I don't want to hurt her feelings. Or worse yet |
| it would be resolved. | | | | they exclaim: What if she won't talk to me after I |
| To her surprise, the same issue surfaced again - this | | | | confront her about the issue. After all, I have to work |
| time in the form of gossip. The director was confused. | | | | with her all day long. |
| Why is this issue being gossiped about when it should | | | | Another reason highly worth exploring is - staff |
| have been resolved? Why is it that staff members | | | | members may not have a formula in place (a formula |
| seem to take joy in spreading around information | | | | that is universal for the entire team to follow) on how |
| about others, information that has nothing to do with | | | | to go about resolving issues. |
| them? And - don't they think about how they | | | | So what's a director to do? |
| communicate and how it can damage their | | | | Well, if getting staff to resolve issues is a troublesome |
| professional relationships with their co-workers? | | | | challenge for you, start by engaging your staff in a |
| Can you relate to this scenario? Getting staff to | | | | conversation about the realities of what happens |
| resolve issues and conflicts on their own is a major | | | | when issues are left to linger. Discuss the impacts on |
| frustration that leaders in the child care profession | | | | morale and how it makes them feel individually when |
| have shared with me. It seems like staff would rather | | | | there's an issue left with no resolution. Encourage them |
| vent and complain about the situation as opposed to | | | | to think about the time that is wasted and how the |
| working it out directly. Why? | | | | gossip that may occur as a result of issues not being |
| As a director, you can step back and see the | | | | resolved directly keeps everyone's minds drenched in |
| damaging impact to morale when issues and conflicts | | | | negativity. |
| are not resolved - this doesn't mean your staff does. | | | | Then, at your next staff meeting, have your team |
| Staff members often are not fully aware of how their | | | | practice resolving mock situations using a universal |
| actions play a major role in determining team morale. | | | | formula for resolving issues. This is a formula that you |
| Nor are they aware of how the way they decide to | | | | provide them. It should include specific steps for |
| communicate dictates what kind of day they will have | | | | resolving issues positively and directly. Everyone will |
| - positive or negative. So that's one reason. | | | | laugh, have fun, and think differently about resolving |
| Another reason issues might not be resolved is | | | | issues. |