HowtoReduceNegativityintheWorkplace

Presentedby:TorrenceFreeman,PHRG&APartners,HRGeneralist

Createdby:KimberleeHooverandTorrenceFreeman

Agenda

• Whatisworkplacenegativity?• Whyithappens• Typesofworkplacenegativity• Howtospotit• Howtostopit

Definition

• “Negativityisoftentheresultofalossofconfidence,control,orcommunity.”

-GaryS.Topchik

• neg·a·tiv·i·ty• Theexpressionofcriticismoforpessimismaboutsomething;anyverbalornon-verbalbehaviorthatcausesotherstofeelupset,depressed,anxious,discouraged,orhopeless.

Whatcausesnegativity?

• Oldculturementality• Lackofaccountability• Lackofemployeeinvolvementindecisionmaking• Howpromotionsandraisesarehandled• Miscommunicationoralackofcommunication

Howtospotnegativity

Whoyoushouldbeabletorelyontospotit:• Managers• OnsiteHumanResourcesSpecialist• Otheremployees

Behaviorthatcansignalnegativity:• Defensiveorprotectivedemeanor• Lackoftransparency• Dividedteams• Passiveaggressivebehaviour

Differentformsofnegativity:• FocusingontheNegative• Focusentirelyonasinglenegativeaspectofanexperience• Dismissinganddevaluingpositiveexperiences

• “AllorNothing”Thinking• Blackandwhiteperspective

• OvergeneralizationandLabelling• Seeasinglenegativeeventasaconstantpatternofdefeat• Attachanegativelabeltooneselforothers

• JumpingtoConclusions• Imaginingnegativereactionsfromothersandnegativeoutcomeswithnobasisinfact

• PersonalizationandBlame• Apersonholdsoneself,someoneelse,orsomethingelseentirelyaccountableforanevent

Typesofnegativeemployees

• Complainers/gripers• Characteristics:• Alwayshavesomethingnegativetotalkabout• Mayseethemselvesaspowerless

• Howtohandlethem:• Avoidmindlessagreement• Hearandacknowledge• Don’tbeafraidtodisagree

Typesofnegativeemployees

• Gossips• Characteristics:• Spreadrumors• Littleregardforfact

• Howtohandlethem:• Pushforrealanswers• Encouragepositivegossip• Modelthebehavior

Typesofnegativeemployees

• Instigators• Characteristics:• Trytopitemployeesagainstoneanother• Thriveondramaandunrest• Maynotbeobvious

• Howtohandlethem:• Beawareifoneemployeeisalwaysapartofconflicts(eitherparticipatingorontheperiphery)

• Discussdirectlywithemployee

Typesofnegativeemployees

• Backstabbers• Characteristics:• Steponanybodytomoveup• Takeasmuchcreditaspossible

• Howtohandlethem:• Knowyourgoals• Buildauthenticrelationshipsinyourworkforce• Maketransparencyimportant

Typesofnegativeemployees

• Firefighters• Characteristics:• Wanttobethehero• Alwaysonthelookoutfor“fires”toputout

• Howtohandlethem:• Staterealpriorities• Acknowledge,butnottoomuch

Typesofnegativeemployees

• Exploders• Characteristics:• Yell• Seemoutofcontrolattimes• Have“tantrums”

• Howtohandlethem:• Letthemrunthemselvesdown• Discussproblemscalmly• Haveasolidplantomoveforward

Negativitycycle

Effectsofnegativity

• Negativelyimpactsproductivity• Causesperformanceissues• Stiflescreativity• Breaksdowncommunication• Reducesinvolvementinteamwork• Lowersmorale• Wastestimeandmoney• Causesgoodemployeestoleave

Negativitybythenumbers

• Estimated$3billionlostperyearduetonegativeattitudesandbehaviorsatwork(GallupandBureauofLaborStatistics)• 1in6employeesactivelysabotageothers(Gallup)

• Turnovercancost16%to213%ofanemployee’sannualsalarytoreplace(CAPstudy)

• 1in8workersarepsychologicallycommittedtotheirjobs(Gallup)

Strategiestoreducenegativity

• Figureouttherootoftheproblem• Speakwithpeoplewhohavebeenidentifiedas“negative”• Askforexplanations

mooselakecartoons.com

Reducingnegativity

• Befairandconsistent• Don’tliveinyouroffice• Createavisionforyouremployeestostrivetowardswithyou• Involveyouremployees• Acknowledgetheneedforgoodwork/lifebalance• Makecriticismsprivate• Knownotallnegativityisbad

http://www.businessmanagementdaily.com/29869/overcoming-negativity-in-the-workplace-6-ways-to-improve-productivity-reduce-risk-of-lawsuits

Reducingnegativity

• Workoncreatingapositiveatmosphereoverall• Reducegossip• Recognizeemployeecontributions• Listentogrievances• Counselnegativeemployees• Haveregularmeetings• Ongoingefforts

Creatingapositiveenvironment

• Sixessentialcharacteristicsofapositiveworkenvironment:• Caringfor,beinginterestedinandmaintainingresponsibilityforcolleaguesasfriends

• Providingsupportforoneanother,includingofferingkindnessandcompassionwhenothersarestruggling

• Avoidingblameandforgivingmistakes• Inspiringoneanothertowork• Emphasizingthemeaningfulnessofthework• Treatingoneanotherwithrespect,gratitude,trust,andintegrity

EffectsofPositivePractices onOrganizational Effectiveness|UniversityofMichiganhttps://deepblue.lib.umich.edu/bitstream/handle/2027.42/83259/Cameron,%20Mora,%20&%20Leutscher%20-%20Effects%20of%20Positive%20Practices%20on%20Organizational%20Performance%20-%20Revised%20Submission.pdf?sequence=1

Actionstotake

• Startamentoringprogram• Keepphysicalenvironmentclean,comfortableandwell-lit

• Say“please”and“thankyou”

• Fostercollaboration• Havefunactivitiesduringtheworkweek

• Usepositivephrasing• Don’toverloademployees• Beflexibleandtransparent

• Trainemployeesproperly• Giveandreceivefeedback• Letgooftoxicemployeeswhowon’tchange

Addressingnegativity

• Beforethemeeting:• Makesureyouhaveacompletepictureofwhatisgoingonandthatit’saccurate• Observetheemployeeduringthedayanddocumentanyproblemsyousee

• Talkwithmanagers,supervisorsandcoworkers,ifneeded

• Plantomeetwiththeemployeeinyourofficeoraneutrallocation

Addressingnegativity

• Duringthemeeting:• Stateconcernsgenerally• Stateresultsofyourinvestigationandlistentotheemployee’sviews• Identifyinconsistencyinviews,ifany,andattempttoreconcilethem• Developaplanforchangeiftheemployeerecognizestheneedforchange• Iftheemployeerefusestochangeorseesnoreasontoo,decidewhethertheyneedtobeofficiallywarnedorifit’snecessarytobegintheterminationprocess

Addressingnegativity

• Afterthemeeting:• Employeehasagreedtochangetheirbehavior• Provideongoingsupport• Havefollow-upmeetings• Don’tholdpastbehavioragainsttheemployee

Isdisciplineneeded?

• Canabehaviorplaneasilyaddressit?

• Isitjustalotofminorcomplaints?

• Doesthebehaviorviolatecompanypolicy?

Isthebehaviorprotected?

• Ifyoudodecidetodisciplinefornegativebehavior,makesurethebehaviorisn’tprotected

• Whatcouldprotectbehavior?• NationalLaborRelationsAct(NLRA)• AmericanswithDisabilitiesAct(ADAandADAAA)

Casestudies

• Janinformsyouthatshedoesn’twanttoworkwithStacyanymore.ShesaysStacyjustwantstounloadallherissues,workandpersonal,andnothinggetsdone.

• Whatdoyoudo?

Casestudies

• Rickisagreataccountant,butheseemstohaveconflictissueswithquiteafewotheremployeesintheoffice.He’ssubmittedmultiplecomplaintsabouthiscoworkersandhowhecan’tworkwiththem.Youhaven’treceivedanycomplaintsfromtheotheremployeesaboutRickortheircoworkers.

• Whatdoyoudo?

Casestudies

• You’vereceivedmultiplecomplaintsfromcoworkersthatSeanisrudeanduncooperativewithhiscoworkers.DuringyourinvestigationSeaninformsyouthathisbehaviorisduetoadisability.

• Whatdoyoudo?

Benefitsofapositiveworkplace

• Increasedproductivity• Employeesaremorewillingto“gotheextramile”• Increasedmorale• Increasedengagement• Moresupportiveenvironment• Forcoworkersandthecompanyitself• Improvedrelationshipswithcustomers• Better(andmore)applicants

Q&A

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