The Toxic Avenger Asks “Dear EB”

Dear EB:

I need some advice on how to deal with a toxic person in the workplace. One of my co-workers, "Rob", is kind of a jerk. He is rude and sarcastic when communicating with his teammates and with clients. He only does the work that he likes, and he manipulates others into doing the work he doesn't like. He lies to cover up any of his mistakes and short-comings. In addition to all of this, he considers himself to be the office "prankster." The only problem is, his pranks aren't funny. In fact they are extremely inappropriate and offensive. They typically exploit another person and make them look stupid, while, of course, making him seem superior.

Several attempts have been made to discuss this gentleman's behavior with his immediate supervisor and when that failed, with her immediate supervisor. However, nothing has been done to hold this man accountable for his behavior. In fact, I have a feeling the supervisors aren't taking these issues seriously at all.

I have accepted the fact that this man is not going to change or be fired and that I'm going to have to find a way to accept that until I can find a new job. How should I structure my communications with this man to ensure that I can get what I need from him in order to complete my own assignments? What are some strategies I can employ that will minimize the effects of his horrible attitude on my own morale? What can I do to help boost the morale of the rest of the team who have also been affected negatively by his behavior? 

Thanks in advance,
The Toxic Avenger

Dear Toxic Avenger:
Thank you for writing. Your decision to take positive action by reaching out for suggestions is evidence of your natural leadership. You have chosen to make a difference in a situation where compassionate management is essential. Well done!

In the scenario outlined above, a state of affairs has developed that places a strain on you along with department team members. Consequences may also be felt in the overall business because when relationships are impacted, productivity is delayed, and that drives up costs. Change is required at each level from the individual, to the departmental, and finally the organizational.

During the days ahead, consider that you don't know the full scope of Rob's motivations. There is more than what you see at the office; there may be circumstances outside the workplace that influence his behavior. Additionally, he may be unaware of how deeply his conduct is felt by others.

Take this opportunity to show your desire for mutual respect through your professionalism. Address issues as they arise. Quietly, take Rob aside when there is a workflow matter or inappropriate behavior which directly affects you, and share your concerns or questions. Help him become attuned to the various interpretations and the impact of his actions.

Prepare for your conversation by clarifying your goals. Be specific. What is the desired outcome? Define the dependencies in your mutual work areas, and be prepared to dispassionately and concisely discuss those intersection points. Review the current objective and existing problems without adding blame for past events.

For example: "Today our goal is to improve manufacturing schedule forecasts to support supply management. The current issue is that when required data is not received by the 15^th of the month critical reports are delayed. This holdup forces inconsistent forecasting estimates and therefore manufacturing schedules become challenging for supply management."

Arrange time to meet with Rob, and stay focused on the goal at hand when you do. During the subsequent discussion, take time to listen while keeping an open mind to Rob's responses. Different expectations can evolve into a new arrangement in which the requirements for both parties are acknowledged and can be successfully accomplished. This type of interaction works for teams too. Specific planning discussions often progress into facilitated team sessions to review general workflow, handoffs, and role responsibilities. From here process improvements emerge because the stage is set to share ideas and focus on a common goal.

In the event there is minimal improvement after your meeting with Rob, schedule a private conference with your supervisor. Provide a detailed, yet, neutral account of the problem. The same applies when inappropriate "prankster" behavior occurs. Speak with your supervisors in a timely manner. Do not wait for resentments to fester--deal with issues quickly to eliminate work distractions and prevent frustration.

However, if after bringing the issues forward to leadership, you still find the results unsatisfactory, it is time to ask yourself some tough questions. "Have I done all I can do to improve this situation?" If you answer no, what else is left for you to do? Are you willing to do it? If you decide that you have done your best, define your next steps and take action.

In the meantime, consider how each person individually influences the energy of the workplace. Every word spoken and every action taken creates a far-reaching ripple within the team. These ripples are the responses that either contribute or detract from the essential foundation of mutual respect and trust.

Trust is vital in life and paramount in professional interactions. It is built on credibility and behavior, by demonstrating the expertise required to successfully fulfill the job responsibilities coupled with clear communication skills and considerate conduct. Trust is defined by saying what you mean and doing what you say you'll do -- every time.

We thrive in an environment of trust, where there is a shared vision, transparency, and dedication to a common goal along with a sense of fun. People feel empowered and act accordingly; they are committed to the well-being of their workmates and sustainability of the company.

In this situation you have the chance to build trust and lead the way through change; by recognizing the opportunity, identifying and evaluating potential options, and then taking appropriate action, transformation occurs. You can play a vital role in that process. In summary:

1. Maintain open communication.
2. Define what you need from your teammates and learn what they need from you.
3. Develop shared expectations.
4. Request assistance from management to improve workplace harmony and productivity.
5. Reflect on job satisfaction and decide on your personal course of action.

Wishing you and your team all the best.

Judith Lukomski
Organizational Development and Change Consultant

About our Dear EB author: Judith Lukomski is a recognized change expert who brings a fresh perspective, proven methodologies, and transformational tools to client collaborations. Leveraging best practices and introducing New Dimension™ systems synthesizing logic, intuition, and creativity she delivers original Organizational Design and Readiness solutions for sustainable success. Ms. Lukomski merges practical experience with new business models to facilitate bottom-line success for clients. Building on the principles of shared passion, purpose, and profitability she is dedicated to ensuring a positive future for all!

If your organization is currently experiencing or anticipating changes in leadership, software systems, organizational structure, or any major shift in operations, contact Escoe Bliss (949.336.6444) to find out how our team of experts, like Judith, can help you achieve project success.

Connecting the Dots Between "Talented People...Exceptional Service"

If you've seen the home page of our website, our email signature or brand documents, two of the first things you will notice are our company name and motto. Our motto, "Talented People...Exceptional Service," does a great job of summing up who we are and what we do. What about the three dots in between? Those three dots are a quiet yet integral part of the Escoe Bliss brand and motto. They represent the communication and development that take a group of talented people and pull them together into a team that believes in and applies exceptional service every day to everyone the members interact with. Escoe Bliss doesn't have a patent on talented people. Talent is all around us. Talented people are reading this blog, sitting in your offices and conference rooms, and buying your products or services. 

The Escoe Bliss consulting team effectively connects the dots between your people and your service, whether internal or external. Our experts know the importance of each of those three dots, what they mean for your company, and how to transform a pool of talented people into an exceptional and engaged team.

This year the core team at Escoe Bliss headquarters is connecting our dots by utilizing an external, trusted strategic partner to facilitate continued team development and growth. Go Team consists of distinct training modules that can be employed precisely when they're needed -- a just-in-time program. The team can choose which modules will be most beneficial at any given time. We might start with a Setup for Success module (operational guidelines, purpose, goals, or roles), or push the team in areas of opportunity using a See You at the Top module (building trust, sharing leadership, managing change). There are modules that deal with ongoing challenges (communication, decision making, conflict resolution, and more). The program consists of eighteen modules in all, and you can repeat whenever and wherever needed.

To date, we have completed Getting Grounded in Team Basics, Establishing Team Purpose and Goals, and Building Team Trust modules. Each one has done an extraordinary job at leading our team toward thoughtful discussion and has helped create some very relevant outcomes for our current and future business needs and goals. Dedicating just a small amount of our time to the modules has yielded an enormous benefit. For detailed descriptions of the modules and helpful ideas for where your team can start, visit the Go Team website. If you'd like to hear more about our Go Team successes, why we can't wait for our next session, or to learn how to incorporate this custom training solution into your team building call or email us.

Blogging with Bliss contributor Regina Gormanly is Brand Ambassador & Project Coordinator at Escoe Bliss. She finds her bliss by writing and managing content for Escoe Bliss' social media. Regina's love of learning and communication are the driving forces behind her blogs.

The HOW Question - Your most potent motivator

Employee motivation. It’s the number one problem on the minds of most managers. When I worked as an underwater salvage master, the job of motivating the team typically fell on my shoulders. I’ve tried everything from a bullwhip and cattle prod to throwing fists-full of hundred dollar bills at people. Asking the HOW question has proven to be the most potent motivator I’ve found. As a problem solver and trainer, I’ve taught this tool to hundreds of managers who have used it with outstanding success.
Before we get into what works, let’s talk about what doesn’t. Money is the least powerful motivator. When you give an employee a raise, will he or she magically become motivated to work harder? NO! Human nature dictates that money motivates employee behavior only in advance of the raise or bonus. The employee works hard to earn the extra money, but once it’s been absorbed into their budget, the raise has little or no ongoing motivating effect.
In survey after survey the most potent motivator has been interesting work. One of the best ways to make work interesting for the typical employee is for them to have input into HOW the work is done. Do you often get an eye-roll or some other form of push-back when you tell an employee how to do a job? What do you think their response would be if you asked them HOW they can do it the fastest or safest, with the best result?

When you ask someone the HOW question, several attitudinal changes happen:
1. The employee is given a morale boost - they’re honored that you asked their opinion. You may not always agree with them, and you may not use their idea, but they’ll always feel valued that you asked.
2. The next change is that employee gets to think about the best way to do a job. He takes into consideration parts of the job you may not have thought of. And who better to think through all the intricacies of performing a job than the one who is hands-on and has a working knowledge of the problems involved? Typically they’ll find the fastest and easiest way to do the job, which is often the least expensive.
3. Once you approve their method, the person owns not only the method - they own the results. It’s called buy-in. You haven’t dictated to them about how to do the job. They came up with it themselves. They now own the method and the outcome.
4. When an employee is asked HOW to perform a job and you approve of their method, do you think they’ll work harder to make it work than if you just dictated the method you thought up? I guarantee it! The reason is because the employee now has a stake in the outcome and they’ll bust their fanny to succeed.
Asking the HOW question is a proven long-term motivational tool. If you’ll learn it and use it every time you have a chance, you’ll build a motivated team of powerful, creative employees who will take your organization to the next level. I promise!

Guest blogger, Bob Walker provides organizations with immediate practical solutions to management and team problems that involve Communication, Conflict, and Ineffective Performance.

© 2009 Bob Walker
Sink or Swim Problem Solving

Taking Performance Issues Beyond the Training Quick Fix - Part II

When we last spoke, our topic was performance improvement. In that discussion we were building an action plan by asking strategic questions to fully understand performance issues. In asking those questions we reflected on training as a way to lead a horse to water. Thirst is one motivating factor that moves the horse. Communication and trust are other important factors influencing the process.

Improving performance demands that we not only look at people but also at the environment in which they work. Our current economy affects business in different ways and talent management is something we must tie directly into performance plans.

Have you considered how the recession is affecting employee motivation, communication and trust? Recent survey results published in Training and Development magazine indicate that 54% of the workforce is likely to look for new jobs once the economy turns around (ASTD, Jan. 2010, p. 27). This includes the employees you believe to be your high performers. You may be thinking -- if these individuals are doing well, why would they consider leaving?

There may be many contributing factors. The recession is taking a toll on everyone. Employees are feeling overworked, under-appreciated and/or poorly compensated. Your high performers are burning out. Some high performing employees have been unsatisfied prior to the recession and are quietly waiting for job opportunities to open up again. These individuals have adapted to challenges introduced by economic conditions and have the skills that will make them competitive in a growing job market.

My uncle told me, "A cowboy ain't nothin' without his horse." That is not to say that people are horses. The horse however represents an important set of skills and tools necessary for improved performance. Your employees influence and drive the leadership of your organizational performance success. Looking at the collective data influencing performance is much like the cowboy driving cattle. The goal is to influence the leaders of the herd; the rest will follow. Moreover, the horse is the tool to influence that performance. A cowboy needs to take care of that horse just as employers need to take care of their employee skills.

Reflecting on this discussion allows us to think about how we equip our employees during this recession. My grandfather also believed that the best preparation for tomorrow is the proper use of today. This is the best advice I can share as we strive to survive and thrive in this economy. With the attrition challenge eminently upon us, it is important to start planning today. Keep your high performers engaged and moving the organization forward. Re-evaluate motivational issues by adding strategic questions to your 5-W list (in my last blog). By including this aspect of talent management in your performance improvement initiatives, your employees will be more motivated to stay with your organization as the economy begins to recover.

Our guest blogger, Peggy Rang, M.Ed., is a Training and Performance Improvement Consultant.

A Performance Analysis of Punxsutawney Phil

Here we are on the eve of Groundhogs Day! This evening a vast majority of Americans with spring fever will lay down their heads to sleep and think to themselves, "Please when I wake up tomorrow and check the daily news, PLEASE let the report tell us that our furry little friend, Punxsutawney Phil, did not see his blasted shadow and go back into hiding! COME ON, Spring!!!"

After all that is the rule. If Punxsutawney Phil sees his shadow and scurries back inside his cozy, little stump then we are cursed with six more weeks of winter, but should he prance out and chose to remain there, then we have the tantalizing prospect of an early spring. Let's pause for a second and consider the cause of this shadow that strikes so much fear into poor little Phil.....it's LIGHT! Without some source of light to illuminate himself, Phil would never see his shadow and therefore would not retreat. Still, isn't a shadow just another view or perspective of HIMSELF? For arguments sake let's even say that a shadow is perhaps a dark side of ourselves and sure, the dark side can be a little scary. Ultimately though, will scurrying away really make it disappear? Correct me if I'm wrong, but the little guy is still going to have the very same shadow six weeks from now. What I would like to propose to Phil is that spring may actually come sooner if instead of scurrying away from himself, he appreciated his shadow, analyzed his shadow and took the opportunity to learn from the light that has been shed on him.

Being always of an optimistic nature, Blogging with Bliss is vowing that should we encounter our shadow, we will not retreat for further hibernation. Our new blog format and our inclusion of outside contributors has been an inspiring and educational experience that we are confident will help bring everyone closer to an early "economic" spring by turning our "shadows" into learning opportunities . Our outstanding blog contributors have all explained valuable methods for shedding light on the truths within our organizations, our processes and ourselves.

Enrique Baltierra, SPHR, shared with us that, "The 'New' Diversity for a 'New' Decade" involves a culture of inclusion and engagement. Illustrating a successful organization as one that continually values, recognizes and encourages individual employee contribution.
Michael Wichman, CPT, talked with us about "GAPS" in performance and the many ways we can turn these "GAPS" into areas of growth and opportunity both internally, within our organizations and externally, by being active participants in our communities.
Jenise Cook, our featured blogger this year, will continue to blog on the third Monday of every month with an informative series of articles on e-Learning and its many benefits.
Peggy Rang, M.Ed., revisited the topic of performance and took us a step further, in her blog "Taking Performance Issues Beyond the Training Quick Fix". Peggy explained how a well thought out and well implemented performance improvement plan could produce meaningful and lasting results.

We are so thankful to our blog contributors who have started out the year with us and we cannot wait to share the contributions that are still to come. Mark your calendar on Mondays or subscribe to our RSS feed.

In closing, I hope that you will continue to follow Blogging with Bliss and our blog contributors as we move forward, exploring the shadows of our business practices and cultures and continuing to work to bring new life and new success to our organizations. Tomorrow morning Punxsutawney Phil may see his shadow and retreat for another six weeks of hibernation, but that's his choice. Shadow or no shadow, Blogging with Bliss will be here every Monday. When they are ready, Phil and anyone else who wants to hibernate is just going to have to try to catch up, because our growth and our spring is going to be moving six weeks ahead of schedule!

Happy Groundhogs Eve, everyone! Here's to everyone seeing our shadows and learning from them together!

Taking Performance Issues Beyond the Training Quick Fix

Wondering why training is not solving a performance issue?

My grandfather first taught me you can lead a horse to water, but that horse would have gone anyway when it was thirsty. My 20 years of training and development experience has also taught me the valuable skill of resisting the immediate urge to fix things with training when someone says there is a performance issue.

Like many of my business colleagues, I want to lead that horse to water, but with performance driving our organizational economic factors we need training to be more than a quick fix. It must be the key that unlocks ROI (Return on Investment).

If training is just a way to lead that horse to water, we have to rethink how the horse would solve the problem and realize that training is only part of the solution.

If you are a learning professional, the best thing you can do is have and use a process to understand why training is needed. What problem are you really trying to solve? Critical thinking skills and inquisitive instincts will help us understand the situation and determine the appropriate intervention to best solve the problem.

Begin by asking these 5 "W" questions:

1. Why is there a performance issue (supported with hard data and facts)?
2. What is the performance issue (gap between expectations and results)?
3. Who is involved?
4. When did the issue begin?
5. What happened prior to the issue occurring (consider environmental issues and any changes such as job, procedure, policy, management, etc. Information/data for the previous 6 months is helpful if available)?

With this information we can create a performance improvement plan that will produce meaningful and lasting results. We will have an action plan for implementation and anticipated metrics to measure and demonstrate results.

Our guest blogger, Peggy Rang, M.Ed., is a Training and Performance Improvement Consultant.