Do Business Well

A Sniper Can Hurt Your Operation

Your office manager is really furious. He’s just found out that the bookkeeper has been making insulting remarks about him behind his back. “Ever since I became her supervisor, she’s resented me—probably because I don’t let her get away with sloppy work. But I really think this is outrageous. What are you going to do about it?”

Here is one of those situations you wish would go away by itself. Personality clashes do occur and sometimes straighten themselves out with time. But this one seems to call for your intervention.

Here are some steps you might take:

• Verify the incident. When a report reaches you third-hand, you need to confront the source: “It’s come to my attention that you’ve been making insulting remarks about your supervisor behind his back. Is this true?”

• Explain the consequences. Say the individual admits to the charge. She may dispute the details (”I didn’t really call him an opportunist—I just said he was ambitious”). Point out that malicious gossip usually hurts others and undermines the effectiveness of the department.

• Request an apology. Explain that the person who has been maligned would be within his rights to file an official complaint. This would leave the gossiper in danger of disciplinary action. Should an apology then be made, note it in a memo with copies to both parties.

• Keep tabs on the situation. An apology is only the beginning. Try to determine if the employee’s antisocial behavior is still a problem. If it is clear that she wastes time and is uncooperative, then let her know that she is on warning for poor performance.

Observation: By giving the employee a chance to make amends, you’ve demonstrated your fair-mindedness to all of your staff. You’ve also shown them that the well-being of the department comes first. The offender will either have to change or risk dismissal for cause, since things are now out in the open.

Handling the Hostile Employee

Snide remarks, sullen silences, cynical jokes, rude behavior, and a generally uncooperative attitude. These are a few common characteristics of an employee who has a chip on his shoulder.

This kind of behavior is often tolerated because the employee does make an important contribution to your organization. At times, he can even be agreeable and pleasant. If he has been this way for years, coworkers have probably learned to live with his quirky personality—if nothing else, it gives them something to talk about.

A problem arises if co-workers and/or customers are Complaining. Without doing anything hasty, you need to determine why the person’s negative behavior has intensified.

• Discuss the problem. Speak to the person in a neutral setting. Describe specific incidents representative of the behavior you find disturbing. For example, “When I asked you for the sales figures, you said, ‘I told you they’re not ready yet,’ ” or, “Customers report that you sometimes hang up abruptly without saying goodbye.”Use nonaccusatory language and focus on behavior. After describing the incidents, encourage the person to talk about them. For example, You might say ‘Iwas puzzled by your behavior. Perhaps you can explain.’

• Listen closely. If it’s clear that you aren’t trying to pass judgment on the employee, that you are truly seeking the facts, the person may open up. Even if he rambles or makes excuses, there may be clues in what he says. Perhaps he resents changes made in procedures, or maybe he feels slighted because he wasn’t given an adequate raise or promotion. Or there may be personal pressures at home that are making him more hostile than usual.

• Describe consequences. In a firm but dispassionate way, remind the employee that there are certain standards of conduct expected of everyone regardless of personal feelings or pressures. Point out that when these norms are not followed, customers get upset, teamwork is hampered, and productivity suffers.Furthermore, you can show that appropriate behavior has a direct effect on employee evaluations, promotions, raises and even terminations.

• Follow up. This may mean a meeting in two weeks to review progress and give a word of praise to reinforce the new behavior. To the employee, this communicates your concern and awareness of what is going on.

Observation: Chances are the employee is not very happy as the company curmudgeon and might welcome your intercession. But if he really can’t help himself, then you need to decide whether professional help is called for or if a less public job is in order for this particular employee because of his unusual personality.

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