Are employees undermining your success?

Let’s all agree that happy employees tend to be more productive, a whole lot easier to manage, and are usually nicer to each other. All of which trickles down to customers in a positive way. Agreed?

With such an easy deduction, then why are there so many unhappy, vindictive and/or passive-aggressive employees out there?

In the last month, the BBB had service performed on its mailing system. The technician told a story about a vengeful employee. While the service tech was making a service call, the company liaison stood by watching.

When the tech leaned in for a better view of the machine, he noticed the underside of the wall cabinet above the machinery was covered with used postage strips in the amount of $100 per strip: thousands of dollars of wasted posted stuck to the bottom of that cabinet. The techie mentioned this find to the liaison, who was immediately capable of explaining this bizarre situation.

He told the technician that it was indeed he who has been running a $100 postage tape through the meter and sticking it up there all along. You see, he had done this for several years each time he felt the boss slighted or angered him. It was his way of getting even.

There is another situation to relay, where the voice-activated dial for a certain employee’s cell phone automatically dialed a certain number when he spoke the word “idiots” into the phone. Guess which number it dialed? Yes, his workplace. How’s that for a statement on how that employee feels about the people he works for (and with)!

Recent discussion with high-ranking staffers reveals it is not just those lower on the organizational chart who are dissatisfied. Problems just compound and some feel the only way to effect change it to leave their company or organization. Radical and expensive, this position often means a huge step backwards for everyone concerned in the company.

What is going on? A number of things that are not always easily answerable.

A you-owe-me mentality — These are employees who think working for reward and advancement is below them, and any perks, raises, favors or advances are simply theirs, and they need contribute nothing. They don’t even meet minimum standards but expect maximum rewards. Back to basics is often the solution here. Back up. Start from the beginning and take it one step at a time. Recall dealing with a two year-old if you have that ability, because it will place your dilemma in perspective.

Incompetence is promoted — The “Peter Principle” is still alive and well. We all make this mistake, but recognizing and correcting it is never quick enough. Not everyone is born with the tools to supervise or lead others. Some people are at their best without anyone following, no management duties and working pretty much alone. Celebrate the differences, the experiments and the changes. They are just part of human nature.

Goals are unclear, accountability is missing — How any leader can set clear goals for someone when he or she does not understand the mechanics of the person’s job is a sure way to create a level of mistrust that can seldom be repaired. If you have a clear understanding of the processes, obstacles, and challenges, as a leader you can make the process easier, faster or simply more fun. Get to know your people and their jobs. Armed with this kind of knowledge, accountability is easy. Just be sure everyone is consistently accountable, or you’ll have mutiny on your hands.

Roger Bragdon, Chief of Police for the City of Spokane, tells a story that really brings this one home. He was considering a major change in the amount of information and call requests his patrol officers saw on squad car computer screens. He was concerned that the officers would always feel way behind and therefore overwhelmed. When that happens, speed replaces service.

Chief Bragdon decided he needed to ride with the patrol officers just to see how overloaded they were. In his ride-a-longs, he began to talk about this change he was considering. The patrol officers told him what a mistake that would be and why.

Bragdon stated that he doesn’t make decisions that affect people until he sees what the actual process is currently about. Carrying this simple wisdom with me, I now step back and tell myself not to make decisions until I “ride in that patrol car.”

So what do we do about those employees we can never seem to reach, who don’t do enough for the workplace, who continue to undermine coworkers and/or the company?

The first step is to let them know you are aware of their destructive behavior, and that you expect it to change. Give them the tools to change as well as the motivation. Talk about measuring progress, meet regularly to give feedback, and keep your promises. Why would you expect someone to respond to your wishes when you don’t show them enough respect to live up to your side of the bargain?

But then if you feel like you have done everything in your power, then know when it is time to give up and part ways. We are usually too quick to hire and way to slow to fire.

Look back over the last 12 months in your workplace. If you see people’s departures celebrated by remaining staff because of the havoc they’ve created as an employee, you need to get more in tune with your staff.

Don’t continue to employ destructive managers or staff members any longer than necessary. You are losing the good ones the longer you hang onto someone you know needs to go. There are not enough great employees looking for work in this economy to let that happen.