Wednesday, May 25, 2011

Is this how to deal with negative people?

This article suggests that the way to handle negative people in the work place is to focus on encouraging their good behaviors. I can’t say that the author’s intent is that this is categorically the way to handle this type of person, but in the situation the office manager finds herself this is the suggested method. It is so because the Office Manager doesn’t like nagging the lazy employee to do stuff. I would like to suggest that there is a difference between nagging an employee and offering constructive feedback or direction. I have had wretched employees in the past, one of which I had to fire, but nagging was never an option that was even on the table. It seems to me that by clearly laying out expectations and consequences of failing to meet those expectations, one shouldn’t have to ever nag. Nagging seems like you are bargaining, or negotiating with the employee. Any of you who know me at all, would attest that I am not an ironfisted ruler over those in my charge. I am however firmly convinced that people in a position must be willing to perform the duties, even the icky ones, that are part of their position. Of course the outcome here is hard to argue with, and I don’t want to sound like I am against encouraging employees. I do however believe that to only engage employees when something is going well is just as foolish as only engaging them when things are going poorly.

1 comment:

  1. I agree with the article’s assessment that we must reinforce behaviors that we like in those who we are leading. This not only helps those who we are leading, but helps ourselves as well. When we are praising those things that someone is doing well, we begin looking for them, and seeing them more regularly. Often when someone who we are leading is struggling, we begin looking for those things that they are not doing right, looking for a place to interject or bring correction, and we see them through their faults. Praising someone for what they are doing right helps communicate to other that we care about them and that what they do matters to us. It reminds those we lead that they have a contribution to make to the team, and we don’t take their work for granted. One thing we do have to watch however, is praising people for extremely low bar achievements, which can sound condescending to those we are leading. If someone I’m leading does something very simple well, I don’t have to be right behind them with a “great job!” as if I’m surprised that they did it well.

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