Conflict on a retail team can be like a cranky customer returning a year-old used item without a receipt: frustrating, time-consuming and exhausting. If you’ve been part of a retail team, you know that conflict between employees can arise from seemingly anything.  Whether it’s shift preferences, workload distribution, or if they plain just don’t like each other, tensions can run high in a fast-paced environment. And when conflict isn’t addressed, it doesn’t just stay between employees—it spills over into customer interactions and impacts the store’s overall vibe.

 

Whenever I think of workplace conflict, I think of an issue my friend (the GM of a local store) had to deal with on a daily basis with his employees, Jenna and Marcus.  Both young, college-age sales associates, they had been clashing for weeks. Jenna felt like Marcus wasn’t pulling his weight during busy shifts, while Marcus was annoyed at Jenna for overstepping and micromanaging him. Their disagreements quickly became loud shouting matches beginning in the store room and eventually onto the floor, where other employees and even customers chimed in and took sides, (which quite honestly produced some hilarious stories from my friend, though it was not so hilarious for him to deal with).

 

After ignoring the problem for weeks (“it’ll go away on its own!”),he came to me to discuss some solutions. He was extremely conflict avoidant (one of the many conflict styles I discuss in my workshops) but his way of dealing with things wasn’t working. So, we came up with a plan, making sure we focused on tangible, actionable solutions that could be implemented immediately. 

 

When my friend finally stepped in the next time both Marcus and Jenna were working, he didn’t pick a side, make threats, or fire anyone. Instead, he called a team meeting to address the tension and find a path forward. Why a team meeting instead of just a meeting between the three of them? Because while yes, this was about a short-term solution for two specific employees, this was also a chance to better the work environment for the entire team. His plan  was simple but effective: 

 

1. No conflict on the floor in front of customers  – though this should be obvious, people in the middle of heated arguments don’t think straight. If he caught anyone yelling in front of customers, that was grounds for immediate dismissal (either temporarily or permanently, depending on the severity)

2. Open Dialogue – Both Jenna and Marcus were given time to explain their sides without interruption from the other (or from any other team member)

3. Verbal Goal Statements – Each team member had to come up with shared goals for the whole team. Reaching sales numbers for the day, conversion rate, loyalty sign-ups - something that they have to work together with to achieve. (there’s something to be said for competition amongst employees, but that idea needs to come later if there is still active conflict)

4. Collaborative Solutions – The team brainstormed ideas together, from rotating tasks to clearer communication during rush hours.

 

So what happened? Marcus decided to step up during peak times, and Jenna learned to step back and only provide feedback if necessary. The rest of the team saw the value of addressing conflicts head-on instead of letting resentment simmer (and my friend also gained more respect and a higher-standing within his team!)

 

Here’s the takeaway: conflict doesn’t have to tear your retail team apart. It’s inevitable, unfortunately, but with the right approach, it can actually bring people closer together.