Ask Andi: How do we put an end to workplace drama? A valuable employee is creating disruption. This employee is too important to the company to dismiss. But I can’t ignore the problems. Any suggestions?
Thoughts of the Day: Workplace drama can be a highly destructive force. Set ground rules for unacceptable behavior. When people break the rules, look at the reason why. No one is above the rules. When you put someone on notice, start looking for their replacement.
What’s workplace drama costing the company?
Take a look at the impact this person’s behavior is having on everyone else in the company. My guess is it’s having a big impact, whether or not people are saying anything directly. Fixing this situation now is critical, as bad behavior over time only tends to get worse.
Has this behavior been around for a long time, or is it recent? If it’s recent, sit down for a chat to ask about what’s changed recently for this individual. If it’s long-standing, it’s time to change the rules of behavior – for this person, and while you’re at it, to set the rules of what will, and will not be tolerated by everyone in the company. Establishing a standard of acceptable behavior makes it easier for you and all the rest of your managers to address conditions that stray out of bounds. Consider these simple rules:
- Courtesy and respect for everyone, by everyone, 100%
- Take time each day to tell others how much you appreciate their help
- Recognize good work publicly, as often as possible
- When providing correction, do it in private. Don’t embarrass anyone publicly
- If it’s unclear who is or should be in charge, call a meeting. Discuss the situation. Ask a manager to sit in to moderate the discussion
- No one lives above the rules
Complaints, lost revenue, and a talent exodus
Some people have received less social grounding than others. Some people are poor observers of the impact they’re having on the world around them. Make sure that this individual is aware of how their actions are being perceived. Cite specific examples. Ask this person to discuss what else they could have done, that would have been more appropriate.
When someone acts out, it’s usually because of underlying problems. Where is the stress coming from for this person? Home? Work? Combination of the two? And what can you do about it, if anything? Time for a lengthy discussion. Keep it businesslike. You’re not a therapist. If there are personal issues, suggest the person seek professional help. Make it clear that behaviors have to change.
Be fearless, be fair
After the meeting, if you’re so inclined, you may want to do some research on resources this person could tap into to get help, whether the issue calls for financial counseling, social interaction modification, or personal coaching. Many times when people are under stress, they are least likely to seek out help and most confused about what to do next. It’s not your place to tell them what to do, but you can make suggestions.
Make it clear that immediate behavior change is essential. Do put this person’s job on the line. You cannot risk losing the rest of your good employees because of one bad apple.
Put the person on notice, and create a written agreement around what has to change. Ask this person to sign the agreement, to acknowledge that they understand. And stop hoping things will change: instead make plans in case they don’t. Post the job, interview candidates, line up 2-3 people who would be qualified to do the job. Having options will make it easier for you to hold this person accountable for making changes, and will make the transition smoother if things don’t change.
Looking for a good book? The Reality-Based Rules of the Workplace; Know What Boosts Your Value, Kills Your Chances, and Will Make You Happier, by Ian Palmer, Richard Dunford, and Gib Akin.
