How to deal with persistently negative employees

Dealing with employees who miss deadlines or whose work is below standard is relatively easy and straightforward.  Dealing with persistently negative employees who don’t make big mistakes or openly violate organizational policy is tougher for many supervisors. But it’s important that you deal swiftly and firmly because negative employees create suspicion, tension, cliques and hostility, and undermine leadership.

To read the rest of this article from the Dallas Business Journal, see: How to deal with persistently negative employees http://dallas.bizjournals.com/dallas/stories/2006/01/30/smallb3.html

Most insidious are negative employees who come to work on time each day and are good workers technically, so traditional performance evaluations will grade them adequate or even better. They use negativity for bullying to get control.

Sally’s behavior is typical – see article:

Sweet and placating supervisors excuse Sally’s behavior because each incident is too minor to make a big deal about, because “that’s just way she is,” or because they hope that if they give Sally what she wants, she’ll repay their kindness with a positive attitude and support.  But Sally is never satisfied.  She’s just a bully.

Inexperienced supervisors don’t know how to intervene effectively or are afraid that Sally will accuse them of harassment.  They feel isolated and helpless even though they’re supervisors.

But if you aren’t willing to face the difficulties and learn to act skillfully, Sally will take control of your team.  You don’t deserve to be a supervisor.

Some suggestions for dealing with a “Sally” in your organization – see article:

If Sally leaves but later wants to return, don’t allow that possibility.  If you waffle, you’ll be perceived as weak and no one will believe you in the future.

If you manage negative supervisors, you must act more swiftly because each person on your supervisory team affects more people than a frontline employee does.

Handling the marginally troublesome employee

You probably wouldn’t have many second thoughts about dismissing an employee who’s extremely unproductive or behaves outrageously. But what about an employee whose performance is mediocre, but not horrible?  Or whose behavior is bad, but not outrageous?  That can be a tougher call.  But ignoring these problems can have a huge negative impact on productivity, morale and your career as a leader.

How do you know whether to let the situation continue or when it’s time to give him a last chance to straighten out before you remove him?

To read the rest of this article from the East Bay Business Journal, see: Handling the marginally troublesome employee http://www.bizjournals.com/eastbay/stories/2008/09/01/smallb6.html

For example, Carl manages a support group whose productivity is adequate.  But the managers Carl is supposed to support complain that he’s too difficult to work with.  He always has facile excuses when he misses deadlines.  He conveniently forgets promises he made.  Worse, he feels defensive and blows up at meetings and verbally attacks other managers.  His negativity is catching and toxic to the rest of your team.

As his department head, you can see Carl’s problems and the unhappiness of your other managers.  But you can also see the benefits Carl brings. He’s technically skilled and admired by people who don’t work with him.  He’d be difficult to replace.

In essence, Carl is abusing and bullying you by doing just enough to get by.  If you don’t act you’ll create multiple problems for yourself with the rest of your staff.

Real leaders bite the bullet when they have a bad situation on their hands.  If Carl is unhappy with your oversight but won’t change his behavior, help him find a job somewhere else.  Plan ahead; start looking for a replacement when you begin to hold him accountable.

When Carl is gone, your credibility will increase and you’ll get lots of positive feedback.  Other managers will heave a great sigh of relief. There’ll be a decrease in insubordination, tension and complaining.  Sick-leave and turnover will also decrease. People will thank you and tell you more stories about how bad it really was.

The simple fact is that failing to deal appropriately with a problem employee like Carl is a formula for disaster.  If you have a Carl you don’t want to deal with, ask yourself: Are you willing to sacrifice your career to avoid confronting an employee who’s creating problems within your organization?

Learn what you can do to eliminate the high cost of mediocre and poor attitudes, behavior and performance.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Negative, Bullying Self-Talk Will Destroy Your Spirit

Negative, bullying, abusive self-talk can corrode your spirit, sap your strength, ruin your focus and destroy your courage.  Looking at yourself with hostile eyes and talking to yourself with that old critical, perfectionistic, never-pleased voice can be demoralizing and debilitating.  Constant repetition of all your imperfections, mistakes, faults, failures and character flaws can lead you down the path toward isolation, depression and suicide.  Don’t believe it? Think of some examples of relentless self-bullying:

• The abused wife who accepts her husband’s excuses and justifications that his verbal or physical beatings are her fault. She’s to blame for his failures; she’s never good enough.  If only she were adequate, he wouldn’t be so nasty, vicious and violent.  If she talks to herself with his voice, she’ll never leave.  If she accepts the guilt and shame she’ll keep trying to please him, but she’ll never succeed.  She convinces herself she’ll never make it on her own so she stays and endures more brutality.
• The kids bullied at school who tell themselves that they’ll never be good enough, smart enough, pretty enough, successful enough or loved. They think it’s their fault they get harassed, teased, taunted and emotionally and physically bullied.  They give in to bullies.  If their nagging, hostile, abusive voices convince them that there’s no hope for a better future, they become the next Phoebe Prince, Tyler Clementi or other young suicides.
• The people harassed at work who’re told they’re dumb, ugly, the wrong color, religion, nationality, gender or sexual orientation. They’re made the butt of jokes and threats; their work ideas are stolen; they’re belittled, ostracized, shamed and passed over for promotions.  If their self-critical voices convince them to give up, their spirits will die.  They won’t be able to summon the will, determination or perseverance to fight back.  They’ll feel overwhelmed and unable to learn the skills they need to protect and defend themselves.
• The kids who think the deck is stacked against them. Their parents have treated them badly or one or both have blamed or abandoned them.  If they convince themselves they’re stupid and not loveable, they’ll give up.  They’ll accept bullying; their own and from other kids.  They shuffle through life, putting themselves down, defeating their efforts before they’ve really begun.  They lose their fighting spirits; the spirit that will struggle against the conditions and vicissitudes of life in order to make great lives for themselves.

Kids who’ve turned off their engines look and act dull and listless; as if they’ve given up already.  You can almost hear their constant inner, self-dialogue.  They’re so distracted by the destructive IMAX Theater in their minds that they can’t pay attention to what’s happening around them.  Their attention is captured by all the putdowns and listing of all their failures, the magnifying of the problems they face, the making of insurmountable mountains out of molehills, the diminishing of each skill or success, the magnifying of each imperfection.  They’re not resilient; the smallest adversity defeats them.  Happiness is fleeting; bitterness and depression is their lot.  Anything good they get is never enough, never satisfying, never brings joy.

Alternatively, they use their engines, often ferociously, to blame their parents and try to beat them into submission, to extract material possessions and guilt, to vent their hatred of themselves and the world onto their parents or onto the one parent who stays and tries to help them.  They bite every hand that’s offered to them.  They fight against teachers and against learning a skill that might make them financially and physically independent.  They explode with sarcasm and rage in response to the slightest nudging.  What a waste.

All the help offered them seems to bounce off.  They won’t accept what’s offered because that hyper-critical, judgmental voice knows better.

They have no inner strength, courage, determination, perseverance and resilience.  They feel helpless and that their situation is hopeless.  They may go down the path to being victims for life.  Their self-confidence and self-esteem may be destroyed.  Anxiety, stress, guilt, negativity and self-mutilation may be stimulated.  They move easily toward isolation, depression and suicide.  Nothing will help them until they turn their engines on again.

Compare them to the kids with great engines; always active and alert, always wanting to learn, willing to face and overcome challenges, seeking risk and reward, capable of overcoming adversity.  They have tremendous drive to live and to succeed.

These spirited kids with great engines can tax your patience almost beyond its limits, but the reward is so apparent.  They’ll make something wonderful of their lives.  They won’t give up.  They won’t be defeated by defeats.

Our job as parents with these spirited kids is clear: help them develop great steering wheels so they can direct themselves to fulfill the promise of their great engines in worthy endeavors.  Whatever direction they travel, they’ll go with passion, intensity and joy.  They’ll overcome setbacks by continuing on with renewed effort.  As Coach John Wooden said, “Hustle can make up for a lot of mistakes.”

There is no formula to save kids who turn off their engines.  Even when you know every detail of their history, there is no formula.  There’s only the continued presenting to them of encouragement and opportunity.  Sometimes a mentor or coach is crucial, sometimes a small success that’s a surprise, sometimes an example of someone else’s life will catch their attention.

We know that attempts to improve their steering wheel won’t help.  No lectures about being better, kinder, gentler people will help.  The beginning of a new life for them is the miracle of starting their engines.  Then they grab opportunities for themselves.  Then we can help them with their steering wheels.