Let me ask you a question. Is job performance a factor here? If it is, then your conversation with each of these two individuals needs to focus on what’s not happening regarding their job performance and what needs to happen. The fact that one or both employees might still have hurt feelings is secondary at this point. Keep in mind that a negative attitude or disruptive communication (i.e., inappropriately talking about others behind their backs) is considered a performance issue in my book.

If job performance is not an issue, then you have to ask yourself how much of your time and energy is worth spending on this? In most cases, I’d tell you to let it go and direct your energy towards more important things. However, if these are important relationships to you and you want to address your concerns, then by all means do so. Just remember these important steps: First, meet individually with each employee. Share your observations that have led you to believe that they are not supporting you as their supervisor. Use specific examples if you can, without adding any hearsay information that others have brought to you. Ask them for their perspective. If one or both happens to come clean with their concerns, then brainstorm ways to work together in order to create a win-win working relationship.

If, on the other hand, one or both should continue to deny it, then shift gears and ask them for feedback and/or suggestions on how you could best support them in their jobs. If you can get at least one “doable” suggestion from each of them, you will have made tremendous progress. The key is to make sure that you follow through with whatever it is that you agreed to do. That simple gesture will go a long way in turning these relationships around.