Introducing the role of a coach to your staff might go like this: “First, I want you to know that it’s my goal and desire to manage this practice as well as I can. I’ve recently been introduced to coaching, and feel strongly that developing my abilities as a coach will enhance the quality of our practice and create an environment where we’ll all enjoy working.

“As a coach, my job is to help you be the best you can be at your job. Of course, it’s in my self-interest to have you be great at your job, and I trust it’s also in yours. While I don’t claim to be a masterful coach yet, I’m sure together we can learn to create a relationship that helps everyone win.”

Handling personnel issues makes up a good chunk of your job as a coach. And I’m not denying that you’ll continue to face some difficult moments. These strategies from my playbook may help:

Call time out on staff conflicts

While conflicts are a normal part of almost any situation involving human beings, it’s possible to transform a conflict between two staff members into an occasion that will deepen the level of cooperation and collaboration in the future. Conflicts arise when one or more of the people involved become upset. Upsets stem from an undelivered communication (or miscommunication), a thwarted intention or commitment, or an unfulfilled expectation.