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Managing the Toxic Employee

Toxic Employee WEB

Most managers are unaware that a toxic employee is on their team. Toxic employees can be wily creatures. They are always nice to management and only act out when the boss is not around. They may even be super nice to someone’s face, but the minute their back is turned that person can be subjected to being derided, disrespected and having their character grilled and skewered.

It is even more difficult for a CEO to be aware of these toxic team members as they are so far removed from the front lines. Their blissful ignorance can even extend to their own executive teams.

Who are these misguided moppets? You can recognize them as they engage in the following behaviors: rudeness, bullying, bitterness, anger, being critical, having negative attitudes, and gossiping. We may think that all of us must put on our big boy or girl pants and deal with such issues from time to time. We need to reevaluate that idea.

The actions of a toxic employee are no small matter. According to an article by Christine Porath, Ph.D. for HBR, the poisonous trail they leave in their wake affects the entire organization and can foster an array of ills. This toxic waste includes:

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Bringing the Curtain Down on Exiting Stage Right and the CEO’s Role Behind the Scenes

Exit Stage RightWEBThe number one concern for organiztions in the past two years has been the exit of employees according to SHRM . Of course, as with any problem, organiztions need to get to the root of the problem. According to several sources, stop me if you’ve heard this, the number one reason people leave their jobs is because of a bad boss. Is it always the manager’s fault or does the CEO also play a role? Or maybe, we’re in a mid-life crisis. In this article, we’ll look at three reasons people leave and ways to open the curtain on prevention.

1. The Manager

  • The Critical Boss: None of us like to be criticized and “constructive feedback” can still be painful. However, to dismiss remarks the boss offers would be a mistake. Rather, your opening act should be introspection. Be objective and look at ways you might improve performance, but also what traits may irk the boss or take stock of your clashing points.
  • Transference: Does your boss remind you of someone from your past who was critical, bullied you, or who used to know how to push your hot buttons? Work on separating these two figures.
  • Communication: There are people who, at least, initially do not communicate well. This is simply a matter of understanding each other’s behavior and communication styles and adapting.
  • Is It Just You? If there are others who do work well with your boss, observe their interactions and there may be things you are or are not doing that need to change.
  • Bosses: If good people are leaving your team, then you too should engage in each of the above steps.                    

    2. The Mid-Life Crisis

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More Shorts in the Communication Circuit

Electric

Just when you thought you had this communication system thing all figured out, along comes more wires of misunderstanding to jumble up your fuse box. We’ve all, no doubt, been plugged into many of the basics of communication such as:

 

 

  • Words, tone, and language
  • The sender sends a message and the receiver must decode and interpret it
  • We lose understanding via mechanical devices
  • Levels of listening
  • Barriers to communication

Just when you thought it was safe to have a conversation, two new studies tell us we still need to bring our communication efforts up a decibel or two. First is a study by Boyle, D.M., Mahoney, D.P., Carpenter, BW., and Grambo, R.J. This study conveys the shocking news that communication is not just for conversation any more. Now, it appears, that communication can aid in your career advancement – or not. The authors posit that communication skills encompass interpersonal skills and that these two skills are “[are] essential to a smooth career progression.” The study goes even further to suggest that both workers and the firm share an obligation to pursue training these areas.

The study gives fair warning to career newbies that texting and e-mail can be viewed as “inappropriate or inadequate” even at the staff level. When you realize that many complex business issues require face-to-face communication, switching from their insulated communication system may be a shock hazard for some young people.

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How to Prevent Head Spinning

Spinning Head WEBAn executive tells me he would be conducting performance reviews this week, including an employee we’ll call Betty. I asked how Betty’s performance affected him. He replies, it doesn’t. I probe further, and as it turns out, Betty is a direct managerial report of his who, in turn, manages about 12 employees including a couple of assistant managers.

He continues this dialogue by stating that if it was up to him, he’d clean house and fire everyone because, Betty had given most of her reports a score of two but that Betty is doing a good job. I expect my head to stop spinning sometime next week. I think it’s safe to assume that this executive has no performance management program (PM) in place. What if he did? What would a PM do for him, his reports, and the organization?

Implementing a PM system can provide many benefits. An article by Aileen MacMillan serves to illustrate ow a PM benefits the organization, managers, and supervisors, and employees. For example, the article suggests such elements as accountability, performance, and productivity enjoy higher levels. Clearly, my executive friend could use these and more. So, what does a good PM system look like?

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Managing Managers Who Can’t Manage

New Manager WEBMaybe a few of you reading this had the goal to one day become a manager. Unfortunately, acquiring the management mantle for most came in the form of a promotion either because of previous good work, or they were next in line, or someone was too lazy to go through the hiring process. None of these are a recipe for management success. So how can organizations improve the odds of success for their management team? Let’s look at two scenarios, 1. before promotion and 2. after the fact

  1. Before Promoting to Management

Does your organization have a good management, leadership training, or mentoring program? No? Get one. If budgeting and staffing are an issue, then you may find one outside the organization that fits your needs. Here are some elements to look for…

  1. Do the topics meet the management level you require? For example, beginner intermediate, or advanced.
  2. Does the curriculum fit your strategic business goals? Do the topics meet the business acumen needed to achieve your future vision?
  3. Does the program provide any follow-up? Does it at least provide a series of courses so that the participants can practice new skills and receive feedback?
  4. Does the program offer an optional six-month to year coaching program? This can take the place of a mentoring program freeing up your current management/leadership team while allowing collaborative and real-time learning with that team during coaching.

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How to Get Rid of That Pesky Alarm Clock

Got purpose WEBRecently an executive I was coaching said that when she told her father she was going into banking, his reply was, “You need to go into a field that helps people and can save the world.” These types of messages can roll around in our heads all our lives. They cause us to doubt ourselves, to second guess our decisions, and they kill our motivation. Gary Burnison, CEO of Korn Ferry, wrote an article entitled, “Waking Up With No Alarm.” The article addresses how a person who is truly excited about his/her job doesn’t need an alarm clock to start the day.

There is so much concern today about disengagement, demotivation, tangled relationships, the inability to set and achieve goals, and feelings of having no power. Managers are unsure of how to motivate their reports. What’s the point, or better yet, what’s the connection?

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The Furrowed-Browed CEO

Worried Faces WEB

 

At this time each year, there are a plethora of articles on what CEOs worry about. Yes, there are universal elements of business that worry every CEO. These pesky topics include items such as

  • The economy
  • Safety
  • Rapid change
  • Customer service
  • Skill shortages

No doubt you can think of a few others. On the other hand, there are industry specific elements of business that may be more of a concern to some CEOs than others. For example:

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How to Avoid a Train[ing] Wreck

Training Wreck WEBIt’s no secret that training is the first on the chopping block in organiztions when times get tough. Many trainers lament the fact that they get no respect. Regrettably, there is often good reason for these opinions.

According to a 2015 study by Training, Organiztions spend around $70 Billion on training. Many times this hefty price tag comes with no ROI. CEOs are pulling their hair out over the failure of training programs. This includes both inside and outside training programs. A typical example is communication.

Upon a few communication failures such as information being withheld, unnecessary communication, not enough communication, inappropriate communication, the wrong communication, etc., etc., etc. someone in management calls for communication training, Dutifully, the in-house trainer slaps together a communication training and everyone is required to attend, they also must sign off that they’ve been, and there may even be penalties if one does not attend. Of course, managers are exempt from attending. Everyone attends and six-weeks later, there are more communication fiascos. Sound familiar? What can be done to stop such training wrecks? Keeping with our communication example…

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