“I cannot have drama in my office anymore. I mean slamming doors, not talking to people and holding grudges. One really valuable employee is creating a lot of disruption. I can”™t let the person go ”“ this one employee is too important to my company. But I also can”™t ignore the problems the person is causing.”
Thoughts of the Day: Setting the ground rules for acceptable and unacceptable behavior in an office is essential. When people misbehave, look at what”™s causing the stress. No one is above the rules. When you put someone on notice, start looking for a replacement.
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 longstanding, 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 from 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 implementing these simple rules:
Ӣ Courtesy and respect for everyone, by everyone, 100 percent.
Ӣ Take time each day to tell others how much you appreciate their help.
Ӣ Recognize good work publicly, as often as possible.
Ӣ When providing correction, do it in private; donӪt embarrass anyone publicly.
Ӣ If itӪs unclear who is in charge, or who should be in charge, call a meeting to discuss the situation, ask a manager to sit in to moderate the discussion.
Ӣ No one lives above the rules.
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 his/her actions are being perceived. Cite specific examples. Ask this person to discuss what else could have been 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.
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 it is understood. And stop hoping things will change: instead make plans in case they don”™t. Post the job, interview candidates, line up two to three 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.
Andi Gray is president of Strategy Leaders Inc., strategyleaders.com, a business-consulting firm that specializes in helping small to mid-size, privately held businesses achieve doubled revenues and tripled profits in repetitive growth cycles. Interested in learning how Strategy Leaders can help your business? Call now for a free consultation and diagnostic process: (877) 238-3535. Do you have a question for Andi? Please send it to her, via email at AskAndi@StrategyLeaders.com. Visit AskAndi.com for an entire library of her articles.
