the human element
Ben Leichtling writes about workplace issues, offering much-needed and
down-to-earth advice on how to foster best practices for leaders/managers
and employees. Reach him at (303) 458-6616 or Ben@LeichtlingAssoc.com
Catering to a few vexing workers can backfire
It’s natural to respond to employees going through personal crises or enjoying big events, such as marriages and births.
But have you volunteered to serve as therapist to some of your most troubled employees? If so, have you asked the rest of your staff if they like your new role?
For example, Joe is the soft-hearted director of a large department. Every time someone in his department is emotionally distressed, Joe is right there with tissues, comforting words and relief from the pressure of having to behave professionally or to produce up to the high standards the rest of the team tries to meet.
He spends much of each day talking with the same people about their personal problems. He thinks his tender ministrations can turn anyone into a stellar performer.
Chuck always makes sarcastic, personal comments about anyone who performs well. When a co-worker receives a promotion, Chuck spams everyone, saying the promotion came from sucking up. Joe feels he has to soothe Chuck’s ruffled feelings and tells the promoted person it’s his fault because he’s too proud. Joe tries to help Chuck get over his jealousy.
Bob is negative, hostile and defensive. He routinely complains it isn’t worth putting out a solid effort for the company. If anyone disagrees with him on any subject, he feels personally attacked and retaliates. Joe tries to help Bob to see the bright side of things and stay calm. Joe knows Bob had to defend himself from verbal abuse while he was growing up. Joe asks everyone to be compassionate until Bob overcomes his psychological problems.
Joan is a gossiping, backbiting rumormonger. She tells Joe she’s a proponent of free speech and claims it’s important for them to know the truth about each other. Joe encourages Joan to get over her abusive past and become more professional. He tells the rest of the team to be more understanding and forgiving.
Joe is proud that he’s a people person. He wants his team to be a family. He expects praise for his approach.
I saw that it was the same few unprofessional performers who always needed Joe’s support and care. They had chronic problems that caused unprofessional behavior or prevented high performance. They weren’t solid performers who maintained their professional demeanor and productivity despite being distracted by joyous events or suffering from personal turmoil.
The key to changing Joe’s attitude was a reality check. I asked him to obtain 360-degree evaluations and to track the exodus of solid performers from his department. He finally saw that turnover of high-quality staff was about 25 percent for each of the past two years.
The solid performers still on staff felt abused and abandoned while he was doing therapy on those underperforming employees. Most of the solid performers were looking to leave. His peers thought he should be reprimanded because his department was a bottleneck.
Joe worked to turn things around. Since he had already trained the people to expect special treatment, they resisted strenuously when he started insisting on professional behavior and high performance. To prepare for grievances and lawsuits, he documented as he applied the same high standards across the board.
He also had to stem the tide of solid performers leaving. In order to buy time to make the changes, Joe had to give them hope that he was different. He described behavioral tests that would demonstrate he’d really changed. As Joe held the line on professional standard his credibility slowly rose and turnover decreased.
But have you volunteered to serve as therapist to some of your most troubled employees? If so, have you asked the rest of your staff if they like your new role?
For example, Joe is the soft-hearted director of a large department. Every time someone in his department is emotionally distressed, Joe is right there with tissues, comforting words and relief from the pressure of having to behave professionally or to produce up to the high standards the rest of the team tries to meet.
He spends much of each day talking with the same people about their personal problems. He thinks his tender ministrations can turn anyone into a stellar performer.
Chuck always makes sarcastic, personal comments about anyone who performs well. When a co-worker receives a promotion, Chuck spams everyone, saying the promotion came from sucking up. Joe feels he has to soothe Chuck’s ruffled feelings and tells the promoted person it’s his fault because he’s too proud. Joe tries to help Chuck get over his jealousy.
Bob is negative, hostile and defensive. He routinely complains it isn’t worth putting out a solid effort for the company. If anyone disagrees with him on any subject, he feels personally attacked and retaliates. Joe tries to help Bob to see the bright side of things and stay calm. Joe knows Bob had to defend himself from verbal abuse while he was growing up. Joe asks everyone to be compassionate until Bob overcomes his psychological problems.
Joan is a gossiping, backbiting rumormonger. She tells Joe she’s a proponent of free speech and claims it’s important for them to know the truth about each other. Joe encourages Joan to get over her abusive past and become more professional. He tells the rest of the team to be more understanding and forgiving.
Joe is proud that he’s a people person. He wants his team to be a family. He expects praise for his approach.
I saw that it was the same few unprofessional performers who always needed Joe’s support and care. They had chronic problems that caused unprofessional behavior or prevented high performance. They weren’t solid performers who maintained their professional demeanor and productivity despite being distracted by joyous events or suffering from personal turmoil.
The key to changing Joe’s attitude was a reality check. I asked him to obtain 360-degree evaluations and to track the exodus of solid performers from his department. He finally saw that turnover of high-quality staff was about 25 percent for each of the past two years.
The solid performers still on staff felt abused and abandoned while he was doing therapy on those underperforming employees. Most of the solid performers were looking to leave. His peers thought he should be reprimanded because his department was a bottleneck.
Joe worked to turn things around. Since he had already trained the people to expect special treatment, they resisted strenuously when he started insisting on professional behavior and high performance. To prepare for grievances and lawsuits, he documented as he applied the same high standards across the board.
He also had to stem the tide of solid performers leaving. In order to buy time to make the changes, Joe had to give them hope that he was different. He described behavioral tests that would demonstrate he’d really changed. As Joe held the line on professional standard his credibility slowly rose and turnover decreased.
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