11. Russell Sarder Chairman and CEO NetCom Information Technology Web: www.netcominfo.com Blog: http://russellsarder.wordpress.com/
Notas del editor
This person is constantly claiming to have not received the email, the memo, or the correct information. If there was no breakdown in the system, make it clear that the employee is responsible for consistently accessing internal communication-memos, email, and so on-to ensure never again being out of loop.Example: Mike Hudak, sales person
Once you establish a zero-tolerance policy for talking behind another person’s back, give your staff permission to address conflict head-on, out loud, courageously, and honestly. And make it clear that giving or receiving gossip is acceptable.Example: Manish
Conflict resolution is an essential part of the manager’s job. The conflict avoiders resists entering the fray of disputes. Performance reviews can and should count disruptive interpersonal conflicts against managers on whose watch they occur.Example: Khan
The Deflector / the finger pointerDeflecting blame equals deflecting responsibility. Make it clear that the only acceptable behavior is acceptance of responsibility and quick work to clean up the mess.Example: Roberto / Tech Support
Let people know that they are expected to acknowledge errors and to make a commitment to clean up the mess.
Inform your staff that you consider a willingness to improve to be one of the hallmarks of a person with a bright future in the company. Defensiveness should be viewed as what it is: an unwillingness to improve oneself. Example: Harry
The Constant Bickerer / The constant complainerThese usually come in pair. Ask the most direct supervisor to meet with the bickerers to learn what it will take to eliminate the tension.Often just a conversation will do wonders.Secure a firm commitment on the part of both to improve. Spell out immediate consequences in case of failure.
Pot stirring is a serious threat to productivity. Counter-balance the pleasure that the chaos creator gets from drama with a great measure of negative consequences.Example:
This employee has a patter of agreeing in public forums, but privately dissenting later. Make it clear that dissenting opinions are welcome during the decision making, but that once a decision is made, undercutting will not be tolerated.Example: Jackie (NH), Nicholas Dovas
