Post by moon1257 on Nov 6, 2024 2:24:33 GMT -5
What should a manager do if a subordinate criticizes the measures he takes, spreads gossip, or is rude? Figure out who is in front of him - a dissatisfied or a toxic employee. Depending on the category, you will have to act differently.
What's the difference between a critic and a toxic employee?
Both a critic and a toxic employee can cause a lot of discomfort to the manager and colleagues: they can speak negatively about the work of other people, both to their face and behind their back, sow panic, sabotage the orders of the boss or the requests of colleagues.
Employees from the first category – critics – can be useful to the company and the department. They often point out real problems. The term “critics” comes from the employee loyalty study – eNPS. The essence of the study is as follows: an employee shopify website design is asked to rate on a ten-point scale how likely he is to recommend the company as an employer to friends and family. Then, depending on the assessment, the employee is assigned to one of three categories:
If a specialist gives a 9 or 10, it means that he is loyal to the company and will recommend it as a dream company in personal and professional circles. Such specialists are called promoters.
Experts who gave ratings of 7 and 8 are skeptics. They will not recommend the company, but they will not criticize it either.
Finally, employees with scores from 1 to 6 are the critics. They believe that the company has problems and talk about it openly.
Accordingly, critics are distinguished from toxic employees by their desire to point out the real problems of the company or department.
Read also
Read our article “How Employee Loyalty Can Affect Business Profitability” to find out why employee loyalty is important to a company.
Read more
Toxic employees can be very different. A number of classifications identify seven types of such people.
The saboteur constantly opposes innovations and changes. The reason for non-acceptance can be any: underpaid, incompetent boss, bad team. The consequences for the department are most often serious - missed deadlines and dissatisfied clients. In addition, saboteurs infect other employees with their destructive thoughts.
The schemer spreads gossip about colleagues or the boss. The goals may be different: to assert oneself at the expense of a “weaker” workmate or to get a better position and conditions in the company. Such behavior causes quite expected reactions in the team – conflicts, bullying, etc. As a result, the company may get a demotivated team with low productivity.
The smartest one is the employee who has been working in the company the longest or has an inflated sense of self-importance. He will give advice to colleagues and the manager on all issues, even those that are not within his competence. Such a specialist can undermine the authority of the manager and prevent other employees from showing themselves.
A lazy person is one of the least effective employees in the company. He does the bare minimum of work, keeps quiet at planning meetings, and has no career or other ambitions. One of the risks for the company is that a bad example is contagious. If employees in a department have few opportunities for growth, they may give up and follow the lazy person's example - doing the bare minimum and not showing initiative. In the long term, this will cost the company its position in the competitive war.
The sufferer believes that he works harder than everyone else, that he gets the most difficult tasks, that his work is disproportionately poorly paid. Such speeches will force other employees to "overestimate" their contribution and plunge everyone into a negative mood. In addition, talented and goal-oriented employees will have a hard time presenting themselves and their successes to the manager, since they will have to interrupt the "titanic work" of the sufferer.
The joker is the life of the party. He gets along well with employees, managers, and clients. The downside is that conversations, jokes, and pranks take up almost all of his working time. The joker also distracts his colleagues: the number of smoke breaks, coffee breaks, and other distractions increases many times over. The atmosphere in the team improves, but productivity falls.
An unpleasant person can do dirty tricks to colleagues "just like that": personal hostility, bad mood and other reasons make him cause all sorts of troubles to his workmates. He can be rude, write complaints or even set up colleagues. Such employees make the atmosphere in the team unbearable. Accordingly, productivity in the team drops.
There is nothing constructive in the actions and words of toxic employees - they do not try to make their work or working conditions better as critics. Everything they do reflects their upbringing, communication skills or personality traits.
Let's talk about how to work with each category of employees.
How to Turn Critics into Skeptics and Promoters
An employee who criticizes the company, the actions of colleagues or the manager is, first of all, a dissatisfied employee. He encountered a problem in the process of performing his job responsibilities (and most likely more than once) and now speaks about it out loud. Such an employee can be transferred to the category of loyal to the company. To do this, the manager needs to listen to him and try to help.
What's the difference between a critic and a toxic employee?
Both a critic and a toxic employee can cause a lot of discomfort to the manager and colleagues: they can speak negatively about the work of other people, both to their face and behind their back, sow panic, sabotage the orders of the boss or the requests of colleagues.
Employees from the first category – critics – can be useful to the company and the department. They often point out real problems. The term “critics” comes from the employee loyalty study – eNPS. The essence of the study is as follows: an employee shopify website design is asked to rate on a ten-point scale how likely he is to recommend the company as an employer to friends and family. Then, depending on the assessment, the employee is assigned to one of three categories:
If a specialist gives a 9 or 10, it means that he is loyal to the company and will recommend it as a dream company in personal and professional circles. Such specialists are called promoters.
Experts who gave ratings of 7 and 8 are skeptics. They will not recommend the company, but they will not criticize it either.
Finally, employees with scores from 1 to 6 are the critics. They believe that the company has problems and talk about it openly.
Accordingly, critics are distinguished from toxic employees by their desire to point out the real problems of the company or department.
Read also
Read our article “How Employee Loyalty Can Affect Business Profitability” to find out why employee loyalty is important to a company.
Read more
Toxic employees can be very different. A number of classifications identify seven types of such people.
The saboteur constantly opposes innovations and changes. The reason for non-acceptance can be any: underpaid, incompetent boss, bad team. The consequences for the department are most often serious - missed deadlines and dissatisfied clients. In addition, saboteurs infect other employees with their destructive thoughts.
The schemer spreads gossip about colleagues or the boss. The goals may be different: to assert oneself at the expense of a “weaker” workmate or to get a better position and conditions in the company. Such behavior causes quite expected reactions in the team – conflicts, bullying, etc. As a result, the company may get a demotivated team with low productivity.
The smartest one is the employee who has been working in the company the longest or has an inflated sense of self-importance. He will give advice to colleagues and the manager on all issues, even those that are not within his competence. Such a specialist can undermine the authority of the manager and prevent other employees from showing themselves.
A lazy person is one of the least effective employees in the company. He does the bare minimum of work, keeps quiet at planning meetings, and has no career or other ambitions. One of the risks for the company is that a bad example is contagious. If employees in a department have few opportunities for growth, they may give up and follow the lazy person's example - doing the bare minimum and not showing initiative. In the long term, this will cost the company its position in the competitive war.
The sufferer believes that he works harder than everyone else, that he gets the most difficult tasks, that his work is disproportionately poorly paid. Such speeches will force other employees to "overestimate" their contribution and plunge everyone into a negative mood. In addition, talented and goal-oriented employees will have a hard time presenting themselves and their successes to the manager, since they will have to interrupt the "titanic work" of the sufferer.
The joker is the life of the party. He gets along well with employees, managers, and clients. The downside is that conversations, jokes, and pranks take up almost all of his working time. The joker also distracts his colleagues: the number of smoke breaks, coffee breaks, and other distractions increases many times over. The atmosphere in the team improves, but productivity falls.
An unpleasant person can do dirty tricks to colleagues "just like that": personal hostility, bad mood and other reasons make him cause all sorts of troubles to his workmates. He can be rude, write complaints or even set up colleagues. Such employees make the atmosphere in the team unbearable. Accordingly, productivity in the team drops.
There is nothing constructive in the actions and words of toxic employees - they do not try to make their work or working conditions better as critics. Everything they do reflects their upbringing, communication skills or personality traits.
Let's talk about how to work with each category of employees.
How to Turn Critics into Skeptics and Promoters
An employee who criticizes the company, the actions of colleagues or the manager is, first of all, a dissatisfied employee. He encountered a problem in the process of performing his job responsibilities (and most likely more than once) and now speaks about it out loud. Such an employee can be transferred to the category of loyal to the company. To do this, the manager needs to listen to him and try to help.