by Bill Collier
Don’t tell me what they say about me. Tell me why they feel comfortable telling you. - Unknown
To review Act 1, we defined workplace drama as gossip, finger-pointing, whining, bickering and more.
You may be savoring a business that is not infected with the rot of workplace drama. If so, congratulations. Keep up the good work.
Some of you, though, fight the fires of discontent daily. You spend an inordinate amount of time dealing with drama in all its insidious forms. It kills the productivity and potential of the entire company and sends you home drained. And any “A players” you were lucky enough to hire? They’re out of Dodge on the first available train.
Sound like your workplace? If so, go back to read and implement the recommendations from Act 1. That will put in place the foundations for curing this plague.
Then read on for ways to wade directly into the fray and wage combat with your “nattering nabobs.”
Circle the troops. Look ’em in the eye. Tell them that you ask for and expect everyone’s full support for a new start. All the drama and nonsense stop today! Be firm.
Then go over your new rules. Make them crystal-clear and non-negotiable. Here’s a list to jump-start your thinking:
-Treat everyone the way you’d like to be treated or the way they want to be treated – whichever is better.
-Attack the problem, not the person.
-Don’t say anything about a person you wouldn’t say in his or her presence.
-Have zero tolerance for drama, talking behind someone’s back, etc. If someone tries to engage you in such a discussion, refuse to participate. If someone has a problem with another person, tell him or her to discuss it directly with that person or take it to his or her supervisor or to the other person’s supervisor. If you listen to the drama, you’re just as guilty as the person spewing it.
-When we’re in a meeting and we ask whether there are any questions or comments, we really do want your feedback. If you’re unwilling to share your comments in the meeting, then get with your manager afterward. If you’re still unwilling to speak up, you lose the right to complain back in the workplace. If someone complains about a topic we just covered in a meeting, don’t listen. Tell ’em to take it to management.
Whenever there’s a flare-up, deal with it swiftly. Speak with the offender directly. Don’t set up more rules or punish everyone because of one person’s actions.
Be willing to have this conversation: “Despite our best efforts, you continue to be unhappy here. Maybe we should help you transition to a place of employment that you find more acceptable.”
Warning: If you establish “zero tolerance” and then turn your head the other way, you’ll lose your credibility. Be prepared to enforce it!
Next time we’ll talk about keeping score. Assigning accountability for numbers eliminates much workplace drama.n
Bill Collier is the St. Louis-area coach for The Great Game of Business. He works with organizations that want to improve financial results, engage their employees and create a winning culture. He can be reached at 314-221-8558, GreatGame.com/stl, ggobstl.com or billcollier@greatgame.com.
Submitted 10 years 61 days ago