The John Maxwell leadership training center shares 7 ways to handle personnel issues in 2018, as shared in following article:

http://johnmaxwellcompany.com/blog/how-to-have-difficult-conversations

As long as people are involved in the workplace, conflict is unavoidable. Here are 7 tips to help you preserve that energy as a leader and have those difficult conversations at work:

1. Do It ASAP. Whenever conflict arises, everyone is tempted to avoid it, procrastinate dealing with it, or ask someone else to resolve it for us. But the truth is that anytime you let a problem go, it only gets worse.

2. Know Your Why. Why do you feel the need to have the difficult conversation? Is it because you feel uncomfortable or because addressing the situation is best for the team? Keep the team interests first, the person’s interests second, and your own comfort level last.

3. Recognize the High Cost of Not Confronting. Nothing kills productivity in the workplace like a leader who is unwilling to have the difficult conversations—when everyone on the team knows it needs to happen.

4. Leave “Your Place” and Visit “Their Place.” Put yourself in the other person’s shoes. Listen to his or her concerns. Study what they do every day. Or visit their physical space, where they spend time each day to get a sense of the challenges they face that you may not realize.

5. Check Your Attitude First. You can be right and still lose, if you enter tough conversations with a tough exterior. How you go about confrontations can be just as important as why. Start by assessing your own motives and attitude before you start confronting the motives and attitudes of others.

6. Listen — You May Learn Something. Often leaders enter challenging conversations based on faulty information or they just don’t know what they thought they knew. Before starting a difficult conversation, get clear on the facts then be open to hearing a different side of things from the other side of the conversation.

7. Acknowledge Other Valid Viewpoints. Even if you disagree on some things, acknowledge the perspectives of others and affirm their input wherever possible. Otherwise you risk being dismissed as attacking the person rather than caring for the team. Affirming their perspectives in some areas doesn’t weaken your own position. In fact, it may strengthen it.