Client: Help! Two of my employees were dating, but they broke up, and now it’s getting messy. Tension is high, productivity is dropping, and the rest of the team is feeling the impact. What do I do?
Consultant: Ah, the workplace romance fallout—it’s like watching a soap opera unfold at work, except no one’s getting paid for the drama. The key here is to address the issue directly, keep it professional, and refocus everyone on work.
Client: Right, but how do I even start the conversation? I don’t want to make things worse.
Consultant: Start with a neutral, fact-based approach. Don’t assume who’s at fault or dive into personal details. The goal is to refocus on behavior and workplace expectations, not emotions.
You could say:
“I understand that personal matters can sometimes affect work, and I’ve noticed some tension that’s impacting the team. My expectation is that personal issues remain separate from workplace interactions so we can maintain a productive environment. How can we make sure that happens?”
This acknowledges the issue without placing blame and sets the expectation that work comes first.
Client: What if one of them starts venting about the other during this conversation?
Consultant: Shut it down—gently and firmly. Your job isn’t to mediate their personal dispute; it’s to manage workplace behavior.
You can say:
“I appreciate that this is a difficult situation. My role here is to ensure a professional work environment. Let’s focus on how we move forward in the workplace.”
Redirecting the conversation keeps you from getting dragged into personal details while reinforcing expectations.
Client: What if they’re being passive-aggressive—giving each other the cold shoulder, making snarky comments, or dragging teammates into it?
Consultant: If their behavior is disrupting the team, it’s time to set clearer boundaries.
Try this:
“I need to be direct—ongoing tension is affecting the team. I expect professionalism from both of you at work. That means no negativity, no involving coworkers, and no disruptions. If this continues, we’ll need to have a different conversation about next steps.”
This makes it clear that their behavior—not the breakup—is the problem.
Client: What if one of them accuses the other of harassment?
Consultant: That’s a serious issue and needs to be handled separately. If there’s an allegation of harassment or inappropriate behavior, treat it as you would any other workplace complaint—investigate and follow your company’s policies.
You might say:
“If you feel there’s behavior that crosses the line into harassment, I want to make sure we address that appropriately. Let’s talk through what’s happening so we can handle it properly.”
Make sure to document the conversation and involve the necessary people. If you need our help with an investigation we are here. Let’s not jump to that conclusion yet.
Client: And what if one of them asks to move to a different team?
Consultant: If a transfer is possible and makes sense for business needs, it might be a good option. However, don’t rush to move someone just because they’re uncomfortable—it sets a precedent that personal conflicts can dictate staffing decisions.
You can say:
“If a team change is something you’d like to explore, we can look at options that make sense for the business. However, my priority is ensuring that, no matter where you work, professionalism is maintained.”
This keeps the focus on business needs, not personal preference.
Client: Got it. But what if things don’t improve?
Consultant: If after multiple conversations (don’t forget to document) the issue persists, you may need to escalate to performance management. Continued disruptions, negativity, or refusal to act professionally could warrant formal warnings.
Try this:
“We’ve talked about this before, and I need to be clear—this can’t continue. If workplace behavior doesn’t improve, we’ll need to move to formal corrective action.”
This sets a firm boundary while giving them one last opportunity to self-correct.
Client: This is really helpful. So, bottom line—address the behavior, not the breakup, keep it professional, and set clear expectations?
Consultant: Exactly! No one expects people to be best friends after a breakup. They do need to be professional coworkers. By focusing on workplace expectations, you can help the team move forward without unnecessary drama.
And remember—we’re always here if you need backup.