| Negativity in the workplace can have dramatic | | | | before it becomes a serious issue. I believe we |
| effects on the productivity of your teams. It can | | | | often wait too long before telling someone to |
| take the form of harassment, sabotage, all the | | | | "shape up or ship out." |
| way to outright violence. It stems from negative | | | | The longer you wait, the harder it becomes to |
| behaviors displayed by employees or clients: | | | | address the issue. Especially if the person |
| gossiping, yelling, threats, and so on. | | | | displaying the unwanted behavior is already |
| Many companies have a written policy to help deal | | | | agitated. It takes more time to calm them down |
| with this issue, which can help. Especially if there | | | | and get them to listen. And if that person's issue |
| are regular reminders and reviews of the policy, | | | | has been lingering and festering long enough, it |
| as well as open and honest discussion. But when | | | | becomes more difficult to resolve it. |
| workplace violence occurs, it's a sign that even | | | | As a manager or team leader, you need to be |
| the policies are not handling the issue correctly. | | | | able to pick up the subtle clues that signal an |
| It's about attitude | | | | attitude shift: someone who used to be smiling |
| In an interview about the Ocean's Thirteen movie, | | | | and fun who becomes sullen and quiet; someone |
| director Steven Soderbergh said that he had one | | | | who always picks on the same person during |
| rule for filmmakers: "We wouldn't have anyone | | | | meetings; someone who reacts aggressively |
| with a reputation for being unpleasant. That solves | | | | anytime another person is in disagreement with |
| everything. No jerks." | | | | them. These types of behaviors must be |
| It is my belief that the workplace would be much | | | | monitored more closely and should often be |
| better served if you could hire and fire people | | | | addressed directly, to determine the root cause |
| based on their attitude, without the threat of | | | | and attempt to address it. |
| being sued. But you can do this from the moment | | | | The workplace is also "real life" |
| of hire. | | | | This is similar to what happens in our personal |
| What about an employment contract that has an | | | | lives. How often have you spoken to someone |
| attitude clause? One which explains in plain | | | | you know well, and realized that he or she was in |
| language, not legalese, what it means to have a | | | | a funk? When you asked, the person replied, |
| "positive attitude" at work. When people choose | | | | "Nothing. I'm just tired is all." But you knew better. |
| to join a company, they must adhere to that | | | | You pressed on, and asked questions until that |
| clause by signing it. They are also made aware | | | | person finally let the cat out of the bag. After |
| that should they break this clause, they are liable | | | | discussing long enough, the person finally thanked |
| to get fired, without compensation. | | | | you because you were the first person to take |
| Then, all members of a team who have signed | | | | an interest in him or her. |
| this contract, should be given the ability to call | | | | We often do this to the people we love and care |
| someone on their behavior, if they go against the | | | | for in our personal lives. How often do we do it |
| team rules. This is not witch hunting in any way, | | | | for our employees and our coworkers? How |
| shape, or form. This is designed to give team | | | | beneficial could it be if this was done more |
| members the power to control their work | | | | regularly? |
| environment, without constantly needing to | | | | I don't mean to turn the workplace into a "love |
| discuss it with management or with HR. | | | | fest" where all we do all day is discuss our |
| Many companies already have people on the HR | | | | problems. Not at all! However, I do think that it is |
| staff, as well as psychologists whose job is to | | | | imperative to create a more positive attitude in a |
| deal with employee misbehavior. In reality, though, | | | | workplace where stress is more present than |
| how often are people sent to these professionals | | | | ever, and people are overworked and tired. |
| to prevent violent situations? My experience has | | | | Attitude is one of the best indicators of success. |
| been that this occurs after the fact. | | | | The better your attitude, the better your odds of |
| Time is of the essence | | | | succeeding in your chosen field. Conversely, the |
| Allowing employees to discuss bad behavior with | | | | worse your attitude, the worse your chances of |
| their colleagues can be a good step toward | | | | success. |
| reducing workplace negativity and violence before | | | | One thing that many people forget, at times, is |
| it becomes disruptive. However, for this to be | | | | that our attitude affects those around us. Or as I |
| effective, there needs to be a formal education | | | | heard it said, "You either affect people or you |
| process to teach each individual how to deal with | | | | infect them." |
| others' bad behaviors respectfully, in a manner | | | | Wouldn't prevention be better than trying to cure |
| that does not put anyone in harms way. | | | | the disease after the fact? |
| Negative attitudes need to be nipped in the bud, | | | | |