Communication eats negativity
If patterns can be identified about which employees repeatedly complain, clear feedback is required. A quick, constructive discussion at the professional level is the basis, but it is just as important to make it clear to the person concerned what their moody behavior is causing. It is important to make clear how constant complaining damages the working environment, how performance and morale negatively change and also how it harms the complainers themselves in their working environment and also in their professional advancement if they always create discordant tones. Managers should make it clear that critical input on programs, policies or activities in the workplace is always desired. However, it depends on the group of addressees and the tone in which communication is carried out.
If all well-intentioned leadership and motivational measures don’t work, superiors have to speak plainly and – ideally with the support of the human resources department – have a serious crisis discussion. It is important to document that you have already tried it beforehand: feedback discussions and coaching took place, but were not fruitful. The goal of a crisis discussion should be a clear program for improving performance and behavior that identifies goals and documents progress.
If all of these measures are unsuccessful, superiors should not be afraid to pull the ripcord and fire the person in question. Chronic complainers are only harmless at first glance, but in the long term they destroy the work atmosphere and culture. As the person in charge, you can always console yourself with the fact that the person in question was not happy in the company anyway.
The 5 worst colleagues
The over-promiser
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Especially in situations where there is immense pressure, some employees tend to make all sorts of absurd promises. Either to get attention or to please the superior or management. It’s always easy to make promises, but if the mega project isn’t completed in the promised two and a half weeks, that’s unfavorable. Alexander Maasik recommends: “If there is a team member who is constantly making false promises that it is already clear that they are impossible to keep, you should no longer take his words at face value. If you can, extend the time frame and/or increase budget or resource use to compensate for bottlenecks in other areas.”
The responsibility shifter
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Then there are those colleagues who interpret the collaboration principle of shared responsibility in their own unique way. True to the motto: “The others will sort it out.” In such a case, expert Maasik advises assigning the employee in question a defined role and specified responsibilities in the team. Alternatively, you could also ask the person in charge if there are any areas that particularly interest them. Maybe you could rekindle his passion for performance. “Sometimes you can motivate such people by giving them leadership responsibilities or giving them responsibility for a particular area/issue that they are passionate about. Unfortunately, if the colleague in question is known to be excessively reluctant to work, the only solution is to keep an eye on him (or her) and reach out to higher authorities if necessary.”
The Fremdfeder connoisseur
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It is only human to strive for appreciation and recognition. But some people exaggerate this to the extent that they almost believe it themselves when they falsely attribute other people’s successes to themselves. Maasik: “Unfortunately, the enthusiasm of these people decreases rapidly when it comes to taking responsibility for failures. In order to counteract such developments, it is advisable to record exactly who is responsible for which part of the project work. This way, everyone involved can see who is making what contribution. If someone insists on taking credit, make sure that they get their money’s worth even in the event of failure.”
The flaw magnate
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There is no way that team morale will go downhill faster and more directly than someone who constantly criticizes, “points out” mistakes or just complains about every aspect of a project. No matter whether it’s about responsibilities, workloads or strategy, the flaw magnate always has something to complain about. “This behavior is absolutely toxic to teamwork. These people spend more time complaining than doing their jobs. The best way to deal with such people: 1. Ignore the complaining, 2. Give him so much responsibility that he (or she) doesn’t have time to complain anymore.”
The dropout
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Some people work better alone. It’s not a problem at all. Unless they are people who are involved in team projects. Then someone who ignores instructions as a matter of principle and is fond of going it alone could jeopardize the entire project. That’s why Alexander Maasik recommends that it’s better to put such people on the sidelines: “Find an area in the project where such an employee can work alone or realize themselves. This way you get the maximum productivity out of this colleague and at the same time ensure that the rest of the team remains intact.”
