Do you feel confortable when confronting with team members?

Eduard,

Confronting a problem is a solution technique, but it does not mean confronting people. Which could easily result in ad hominem attacks (bad), and interpersonal conflict (worse). Which does not lead to solving the problem. As a leader, you sometimes have to adjust people's behaviors, which is best done in 1:1 settings and in an empathic mood.

If you feel uncomfortable, you have negative emotions and emotions are not helpful in business.

I also believe that maintaining emotional composure is essential in business settings. When addressing conflicts, one-on-one meetings does serve as the optimal approach. Confronting issues in a group setting often inflames egos, exacerbating tensions. Thus, it's imperative to reserve discussions suited for one-on-one resolution rather than needlessly airing them in group settings, thereby mitigating the influence of ego dynamics.

Additionally, supporting your assertions with factual evidence rather than emotional appeals can lead to quicker resolution of conflicts.

Eduard -

"Comfort" is a continuum. For some of us, we do it, but we aren't comfortable with it (internally). For others, it is not uncomfortable.

This is where the four components of Emotional Intelligence need to be drawn upon to enable us to effectively understand and manage our own emotional state while leading others.

Kiron

Hi Eduard.
Re: "Do you feel comfortable when confronting with team members?"
At least 60% of projects fail because of what you report.
<>Root cause(?)
Lack of education, training and development "How to play nice with others."

Relationship development within the project-context starts with the traditional phases of forming, storming, norming, and performing.

It takes deliberate effort, along with a willingness to lose the idea you always have to be right,
or silent.
Cheers,
Bill

When confronting a team member and addressing a specific team issue, it is crucial to handle it privately and promptly. By addressing the matter privately, you can establish a respectful and trusting relationship with your team while preventing any potential misunderstandings.
While it may sound easy, it can be difficult to do sometimes due to project constraints, deadlines and stress. That's why the smart project manager will proactively prevent issues in general before they arise, rather than addressing them later.
Now, you did talk about communication, and 50% of successful communication in any project is attributed to actively listening to your team and proactively solving issues without confrontation and escalation.
This is the blend of the artistic and technical aspects of project management.

I have literally just spent 3 days dealing with a confrontation between two colleagues. I originally set up a call for the colleagues to discuss and resolve but one colleague refused the call Therefore, I had no choice but to deal with each one on one. We're in the forming stage so this is normal. Both are extremely senior and extremely good in their field of expertise. There is a slight overlap between them and it is this very small overlap which has created the issue. I did not think this would ever be an issue but it turns out I am very wrong. I have applied most, if not all the techniques suggested but I am not sure I am going to be able to resolve this as there is little in the way of compromise and it might turn out to be a win/ lose situation I have to impose on them. Not ideal........