to spot because they appear to be cooperative, calm and pleasant. However, underneath they are angry and hostile and may deliberatively undermine or sabotage co-workers or projects. • The Gossiper. This individual may be a highly-effective member but seems to get gratification by talking behind people’s backs and spreading rumours (true or untrue). They create insecurity, uncertainty and division in the team. However, they may feel gossiping is just a way to connect with others. • The Whiner. This is an individual who constantly complains about their situation or problems. For example, they have more work than anyone else or are never treated fairly. They will play the victim when things go wrong by claiming they were left out or people didn’t cooperate with them. • The Finger Pointer. This is the person who is never to blame for any problem. They divert responsibility away from themselves and onto others when things go wrong and rarely acknowledge or apologize for their own mistakes, bad decisions, or poor performance. Also, they can stretch the truth in order to convince others that their version of events is accurate. • The Mule. This employee rigidy follows procedures and keeps everyone on track. Mules can be beneficial to your team, however, they also stubbornly resist any change, making the introduction of new processes, personnel or products harder for everyone. • The Volcano. No one ever knows what to expect from this highly emotional individual who explodes when their needs are not being met. They tend to be attention seekers, dramatic and moody. When they’re happy they can be entertaining and energetic but when they’re not, everyone knows. Managing difficult behaviours It’s important to deal with difficult behaviours as soon as possible before they begin undermining the efforts of the entire team and your effectiveness as a team leader. Different behaviours require different approaches but there are some actions you can take that can help with all personalities. They include: • Set the standard. As a team leader, you want to be perceived as fair and reasonable. Be an example of the behaviours you expect from your team. Set standards of behaviour and hold people to them. • Focus on productivity. No matter how frustrated or angry you may feel about an employee’s behaviour towards you or members of the team, remain calm and focus on the impact their behaviour is having on performance. Be positive and use “I” language. For example, “I understand how hard you work.” Agree on specific expectations for future performance and behaviour. • Listen. In some cases, personal issues, workplace stress or health concerns may be at the root of problem behaviours. Just being heard and understood can change an employee’s attitude. • Document. Sometimes a quiet conversation between you and the staff member can turn things around. However, be sure to write down the key points of the conversation, including agreed on changes. If problems persist or escalate, more formal or disciplinary actions may be required and you will need a paper trail. Managing difficult behaviours is never easy but it’s central to creating a cohesive team and a great workplace culture. 39 Issue 3 | 2024 | SupportingYour Practice
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