The workplace is full of great people wanting to work collaboratively with others. However, as we know life is not simple and some people are difficult. Of course this could describe me or you! Beauty is in the eye of the beholder.
I am currently coaching an executive team. One of the
executives is very disruptive. The team leader realizes the team is dysfunctional but avoids conflict and enables "bad behavior".
What would you do with a disruptive team member?
Difficult or disruptive members of your management team need to be confronted. It may be possible to work out any conflicts with a trained facilitator or executive coach. However, it must be made clear by the team leader and other members of the team that disruptive behavior is unacceptable. Some members are angry; some are anxious. Others are fearful, negative and obstinate. Some spark frequent disputes with their peers. Still others quietly stonewall and fail to follow through on commitments.
Regardless of the form difficult behavior takes, it exacts a serious toll on productivity and morale. When managers/leaders are distracted and frustrated by difficult behaviors, they have less time and energy to devote to their core responsibility: getting things done through others.
Everyone talks about difficult people and personalities, but labeling such individuals shifts attention from what they did to who they are. It’s always best to deal with behaviors, rather than personalities – and be as specific as possible. While problem behavior can stem from an innately annoying personality – or, in some cases, even a personality disorder or other mental problems – these issues are beyond what one can expect to change.
The team leader should meet with the disruptive member and confine their discussion to specific behaviors: what was done and/or said. Behaviors and communication patterns are usually clearly identifiable. The situation becomes tricky when intense emotions are triggered. Ultimately, it may that the disruptive individual needs to be removed from the management team and if necessary from the organization.
How would you handle this type of situation?
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