Marie couldn’t run a productive meeting. Even after leadership training to fix the problem, her teams’ meetings lost focus, ran way over their scheduled times and repeatedly became time-wasters. She couldn’t see why she had these problems. She’d prepared ahead, the meetings had agendas, she solicited input and she always sought consensus. So what was wrong?
The reason was clear to an outside observer. She had saboteurs on each of her two teams and she didn’t know how to deal with them. Their negativity was destroying morale, teamwork and productivity.
To read the rest of this article from the Philadelphia Business Journal, see: Beware meeting saboteurs who can derail effectiveness http://www.bizjournals.com/philadelphia/stories/2009/05/25/smallb3.html
Toxic, manipulative, meeting saboteurs steal everyone’s time, prevent industrious co-workers from meeting their deadlines and increase frustration and tension in the office. They’re negative, control-freaks. Because of these saboteurs, many coworkers dread coming to work. Conflict-avoidant managers and coworkers create space for these bullies to flourish.
Marie agreed with my diagnoses, but didn’t know what she could do to stop the sneaky, manipulative bullying. She didn’t want to be an autocratic, know-it-all manager and unilaterally make decisions. So, she always scheduled additional meetings at which she hoped the teams could reach consensus and move ahead.
Also she couldn’t imagine how to change the bullies’ attitudes and abuse legally. She had already dropped hints to both of them, but they hadn’t altered their behavior.
Neither Larry nor Harry thought of himself as a bully or a saboteur, but these terms crystallized Marie’s resolve to stop their behavior, no matter what it took. She shifted from feeling helpless to being angry and determined.
Then we developed an effective plan that fit the culture of her company.
Learn what you can do to eliminate the high cost of their low attitudes.