LDR-112S The Enlisted Supervisor Practice Exam

When two subordinates won’t work together, the best move is to act as a facilitator and run a structured mediation. The aim is to surface the real issues, set clear expectations for behavior and collaboration, and create a plan that both sides can commit to.

Start by bringing them into a neutral setting and outlining the purpose: to improve teamwork and achieve the mission, not to punish anyone. Establish ground rules—no personal attacks, one person speaks at a time, focus on specific behaviors and outcomes, and maintain confidentiality as needed. Then let each person share their perspective, while the other listens actively. This helps uncover root causes, such as misaligned goals, communication gaps, or competing priorities.

From there, identify common objectives and the concrete interests each party has in the task or project. Explore options that satisfy both sides, evaluate them for feasibility, and agree on a concrete action plan with clear responsibilities, deadlines, and metrics for success. Schedule follow-up sessions to monitor progress and adjust as needed. This approach demonstrates fair leadership, rebuilds trust, and keeps the team focused on the mission rather than personal conflict.

Publicly rebuking can erode trust and morale without addressing the underlying issues. Transferring one party is often a temporary patch that can create new problems and resentment. Ignoring the dispute lets dysfunction fester and degrade performance. Structured mediation directly confronts the problem and establishes a constructive path forward.