Published on Tuesday, Jan 15, 2008
Every workplace has it fair share of resident troublemakers. These ‘ne’er-do-well’ employees are the bane of a manager’s existence and make work life a sheer misery for one and all.
The troublemakers can be tolerated, handled or even ignored if it is limited to just simple disrespect or incivility. But, such rabble-rousers revel in flouting all boundaries and regulations of work. They unleash a wave of misconduct and poor attitude by refusing to obey rules or submit to authority. Persistently harassing colleagues with constant oppression, malevolent rumour-mongering, snide insults, withering threats and other such obnoxious mistreatment is also right up the troublemakers’ alley.
Needless to say, such chronic misbehaviour poisons the work environment and wreaks havoc with staff morale. Under the disruptive influence, other employees cannot function effectively; individual productivity is impaired and even organisational team spirit lies at risk. Absenteeism and turnover rises as valuable employees are induced to jump ship (feeling angry, helpless or distressed) rather than work with such mischief-mongers.
Managers cannot afford to turn a blind eye to the gross insubordination either. Unless bosses intervene, the results will be downright toxic, costly, and counterproductive – in short devastating.
The troublemakers can be tolerated, handled or even ignored if it is limited to just simple disrespect or incivility. But, such rabble-rousers revel in flouting all boundaries and regulations of work. They unleash a wave of misconduct and poor attitude by refusing to obey rules or submit to authority. Persistently harassing colleagues with constant oppression, malevolent rumour-mongering, snide insults, withering threats and other such obnoxious mistreatment is also right up the troublemakers’ alley.
Needless to say, such chronic misbehaviour poisons the work environment and wreaks havoc with staff morale. Under the disruptive influence, other employees cannot function effectively; individual productivity is impaired and even organisational team spirit lies at risk. Absenteeism and turnover rises as valuable employees are induced to jump ship (feeling angry, helpless or distressed) rather than work with such mischief-mongers.
Managers cannot afford to turn a blind eye to the gross insubordination either. Unless bosses intervene, the results will be downright toxic, costly, and counterproductive – in short devastating.
Taking them on
Let’s face it: some employees are difficult! They brew trouble at every turn and can drive the sanest person crazy. But, is there no getting around this unacceptable behaviour?
It goes unsaid that dealing with troublemaking offenders will command a great amount of management time. Yet, it is company duty to provide a safe and stable environment by overcoming the cantankerous and rebellious conduct. Taking a firm stance alone will slowly build a congenial workplace with zero tolerance for demeaning and/or territorial behaviour.
However, before taking extreme steps, managers should monitor the employee’s work and study the pattern of misbehaviour with proper documentation of all instances and complaints. As a rule, they should not act on subjective matters or opinions that are impossible to prove. Maintaining an ‘on record’ will help corroborate facts later and provide solid evidence for all accusations.
When an employee raises hell or interferes with the management, the supervisor should concentrate on effectively dealing with the incident at hand. He can privately confront the troublemaker and candidly explain how his behaviour affects others. The key is to be assertive, yet tactful and base the confrontation only on his job performance. Never allow any personal prejudices, comments, observations or suggestions to get in the way.
Give him a chance to resolve the issue amicably, or initiate disciplinary proceedings if necessary. In this context, it is best to establish and communicate clear rules regarding performance, behaviour and ethics together with the consequences and procedures awaiting contravention.
This will provide a sound base for your future actions and thwart potential employee excuses founded on prior unawareness.
But, it is essential to get to the root of the problem and wipe it out as soon as possible. If the misconduct stems from irrational insecurities or some personal trauma, the manager can even arrange professional help or counselling to overcome them.
Then again, it is a proven fact that most inveterate troublemakers are beyond redemption and have to be given the boot. In the candid words of author Robert I. Sutton, “The solution is plain, these toxic workers have to go!”
While simple shortcomings do not substantiate immediate suspension, if the subtle (and not so subtle) problems are incurable with the problem employee refusing to change, he has to be fired. The only answer is to move in a respectful and fair way toward termination, but only after covering all legal bases.
Successful intervention calls for dealing with the situation aggressively and giving the ‘bundle of trouble’ his walking papers in the larger interests of organisational harmony, performance and efficiency.
Ultimately, to quote John D. Rockefeller, “The ability to work well with people is as purchasable a commodity as coffee or sugar, but I’ll pay more for it than any ability under the sun!”
Let’s face it: some employees are difficult! They brew trouble at every turn and can drive the sanest person crazy. But, is there no getting around this unacceptable behaviour?
It goes unsaid that dealing with troublemaking offenders will command a great amount of management time. Yet, it is company duty to provide a safe and stable environment by overcoming the cantankerous and rebellious conduct. Taking a firm stance alone will slowly build a congenial workplace with zero tolerance for demeaning and/or territorial behaviour.
However, before taking extreme steps, managers should monitor the employee’s work and study the pattern of misbehaviour with proper documentation of all instances and complaints. As a rule, they should not act on subjective matters or opinions that are impossible to prove. Maintaining an ‘on record’ will help corroborate facts later and provide solid evidence for all accusations.
When an employee raises hell or interferes with the management, the supervisor should concentrate on effectively dealing with the incident at hand. He can privately confront the troublemaker and candidly explain how his behaviour affects others. The key is to be assertive, yet tactful and base the confrontation only on his job performance. Never allow any personal prejudices, comments, observations or suggestions to get in the way.
Give him a chance to resolve the issue amicably, or initiate disciplinary proceedings if necessary. In this context, it is best to establish and communicate clear rules regarding performance, behaviour and ethics together with the consequences and procedures awaiting contravention.
This will provide a sound base for your future actions and thwart potential employee excuses founded on prior unawareness.
But, it is essential to get to the root of the problem and wipe it out as soon as possible. If the misconduct stems from irrational insecurities or some personal trauma, the manager can even arrange professional help or counselling to overcome them.
Then again, it is a proven fact that most inveterate troublemakers are beyond redemption and have to be given the boot. In the candid words of author Robert I. Sutton, “The solution is plain, these toxic workers have to go!”
While simple shortcomings do not substantiate immediate suspension, if the subtle (and not so subtle) problems are incurable with the problem employee refusing to change, he has to be fired. The only answer is to move in a respectful and fair way toward termination, but only after covering all legal bases.
Successful intervention calls for dealing with the situation aggressively and giving the ‘bundle of trouble’ his walking papers in the larger interests of organisational harmony, performance and efficiency.
Ultimately, to quote John D. Rockefeller, “The ability to work well with people is as purchasable a commodity as coffee or sugar, but I’ll pay more for it than any ability under the sun!”
PAYAL CHANANIA
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