A mid-level manager, Rohan, leads a sales team in a retail company. He is very target-focused but has weak interpersonal skills. He rarely listens, gives feedback rudely, and ignores team members’ personal challenges.

As pressure increases, he starts sending harsh emails, publicly criticising mistakes, and not appreciating good work. Team members feel disrespected, stop sharing problems, and conflicts increase between them. Sales results decline, and attrition rises.

Intervention by HR

The HR head coaches Rohan on interpersonal skills:

He learns to practice active listening in weekly meetings, letting each member speak without interruption.
He gives feedback in private, focusing on behaviour and solutions instead of attacking the person.
He shows empathy when an employee struggles, negotiating realistic targets and offering support.

Outcome

Within a few months, the team climate improves. People openly share issues, coordinate better on customer visits, and feel more motivated.

Sales numbers start recovering because communication is clearer and conflicts are resolved early.