Good leaders know this about conflict: it’s inevitable, but it often escalates far more than it should.

Good leaders also realize that it is important to resolve conflict quickly, but that it is not their job to resolve (or micromanage) conflicts within their team.

As a coach, I see the damage conflict, especially if it not resolved quickly, can do. It saps energy, keeps people from doing their work. Instead, they’re directing their time and energy toward the conflict—often by simply gossiping, fighting, or worrying—but not actually resolving the conflict. In a fast-paced, pressured work environment, conflicts can happen. But if they’re resolved in a healthy way, they can strengthen a team.

As a leader, how can you help inevitable conflicts get resolved quickly so everyone can get back on task? Here are three tips.

1. Model excellent conflict resolution skills. Learn good conflict resolution skills yourself (don’t accuse, go directly to the person, own your part of the conflict, etc.) and use them, not only with peers and superiors, but with the people you lead. (John Maxwell’s 10 Commandments of Handling Conflict offers great basics on conflict resolution.) When a leader is willing to listen to his direct report, and to sincerely apologize for his part in a conflict, that not only builds a strong relationship and loyalty with that team member, it sets a great example.
2. Don’t play “judge.” Let your team members know that you will not pick sides, and that they are big boys and girls who can solve their own problem. It’s not your job to referee or judge. Coach them on good conflict resolution skills (perhaps even providing training in this essential skill), but not necessarily on what conclusion they need to arrive at. Let them know that there will be consequences for sabotage or unethical behavior, but empower them. You might say, “It sounds like you have a problem. I believe you’re mature and wise enough to solve that problem. I think if you work together, you can come up with a creative solution. I’m here if you need me but I’d like you to try to resolve it.” However, stay involved enough that conflicts don’t go on and on without resolution. Think of yourself as a coach instead of a judge.
3. Be courageous. Don’t be afraid of conflict. Recognize and affirm to your team that conflict can be healthy. Too many leaders (and companies) get stuck when they do things “the way they’ve always been done.” Challenging the status quo can get companies moving forward—but that challenge is, by definition, a type of conflict. Strategies and ideas are often refined by healthy disagreements, especially if they are handled respectfully. Sometimes people will disagree about how best to solve a problem, or about which strategy is the right one. Finding healthy ways to talk about those conflicts will ultimately strengthen a team or company.

These simple first steps can move you toward better conflict resolution, so that your team can focus on work, rather than working out their disagreements.