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#CareerAdvice – #ToxicBehavior -How to Deal With a Colleague’s Negative Attitude

Negative or toxic behavior at work can rear its ugly head in many different ways. Whether it’s constant complaining about a boss or coworker, dissatisfaction with the work/role/organization, critical/aggressive remarks or hoarding information, the effects of negative behavior from colleagues can be taxing on your mental state.

 

Toxic colleagues can erode team culture, tarnish your personal brand and harm the dynamics between a team. So what can you do when faced with a negative colleague whose behaviors are bringing you down? Let’s review some suggested courses of action!

Practice Emotional Intelligence

Emotional Intelligence is an important part of building relationships, creating trust and cultivating a workplace that feels more human. If you’re noticing a constant stream of negative energy from one particular colleague, flexing your emotional intelligence in the following ways could be helpful in turning a sinking relationship into a more productive one:

Find out why: The saying “be kind, for everyone you meet is fighting a battle you know nothing about” is a great mantra when interacting with someone’s negativity. If there’s something going on in their personal life that is causing them to lash out at work, simply recognizing their struggles could be enough to help them show up more positively. Of course, you don’t want to pry into their personal affairs, but should the opportunity to talk about it arise, having a better understanding of their personal realities outside of work might help you humanize their behavior and build a stronger sense of empathy for them.

Offer compassionRather than trying to combat fire with fire, offer this colleague some compassion and express your desire to help. Perhaps they are feeling insecure about certain workplace relationships/events, or perhaps they could be drowning in work. By offering them help and support, you will create a safer place for them to put their guard down.

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Create Personal Boundaries

It’s important to remember that negativity breeds more negativity, so if you’re surrounding yourself with negative energy, it will likely affect you more deeply than a simple annoyance. To create personal boundaries at work, consider the following:

Align yourself with positive people: The phrase “Your vibe attracts your tribe” can be true in both your personal life, as well as your work life. It’s important to align yourself with the people around you who see opportunity, excitement and reasons to be grateful at work, rather than get sucked into the energy of those who wish to see their glass as half empty.

Change your mindset: If someone on your team says something negative, or constantly creates a hostile environment, remind yourself that you’re there to work, and once you clock out, their behaviors and attitudes no longer affect you. Keep work to just work, and avoid creating a social life that revolves around this person. Stay calm, and remember that their negativity is likely a symptom of their greater unhappiness, which has nothing to do with you, nor is it your problem.

Diffuse the Situation

There are times when you won’t be able to (or won’t want to!) avoid this negative colleague. In order to co-exist harmoniously, diffusing the negativity that emanates from them is a strategy you can practice. To do this, consider the following:

Redirect the conversation: If you notice the conversation with your colleague is heading into a dark place, redirect it by switching topics and avoiding subjects that you know will set off negative alarms. For example, if this colleague has a problem with your current boss and spends most of your watercooler conversation complaining about it, try your best bring up topics you both enjoy and don’t engage in the boss-bashing.

Address the situation directly: If you’re unable to move the conversation into a positive place, consider having a direct conversation with your colleague about the problem. While this might seem intimidating, it could be a good opportunity for you to help them with their professional brand and reputation within the office. There is a good chance that they might be unaware of how their negative attitude is impacting their relationships.

You could say something like “I wanted to have a discussion about the energy that we both bring to the team. I understand the ups and downs that come with work, but I was hoping we could discuss how to make things more positive as we continue working together.”

Speak to the manager: Depending on the scope of the problem, you may need to reach out to your manager, given that someone’s attitude at work should be included in their performance management.

Managing your attitude in the face of adversity is a huge part of your personal brand. Negativity is contagious, so do your best to rise above, even though commiserating can feel good. Remind yourself, and your team, that you’ve all chosen to work wherever it is you are. How you choose to show up each day is up to you!

Stacy Pollack is a Learning Specialist with an MA in Educational Technology. She is passionate about building leadership programs that engage and contribute to the success of her organization. She loves to share her perspective on workplace development, career building, and networking for success. Connect with her onLinkedIn, Twitter, or at www.stacypollack.com.

 

GlassDoor.com |  

#Leadership : How To Build A #ProductiveTeam (And Weed Out #ToxicBehavior )…Whitney Johnson’s new book, Build An A-Team, is Based in Understanding where Collaborators are on their Learning Curves.

Whitney Johnson isn’t afraid to challenge people to be their best selves. From her books Dare, Dream, Do, to Disrupt Yourself, Johnson puts forth a framework for innovation that starts with empowering the individual to take charge of making change. It’s something she’s learned from personal experience.

Originally a classically trained pianist, Johnson went on to become an equity analyst on Wall Street despite having no financial background. Between speaking engagements, writing, mentoring, and advising startups, Johnson also co founded the Disruptive Innovation Fund with Harvard Business School’s Clayton Christensen.

In her latest book, Build an A-Team, Johnson discusses her experience and advice for creating the most productive collaborations. Here’s her advice for building an innovative team and weeding out toxic behavior.

Fast Company: What was the most challenging team you’ve ever been on?

Whitney Johnson: I was still working on Wall Street, I had been an award-winning stock analyst for about eight years and effectively at the top of my learning curve. I loved to coach and mentor people, so I went to [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][my boss] and said I wanted to go into the management track. Rather than being supportive, he was dismissive and discouraging, basically saying, ‘We like you right where you are.’ This is a big challenge that plays out in companies all over the world every day. People get to the point where they are ready to disrupt themselves, but the ecosystem makes it impossible, even though they may have a great boss. It’s basically the “innovator’s dilemma” but with people.

FC: How did you resolve the dynamic?

WJ: I left.

FC: Is there such thing as a bad team? Or is it only a matter of getting a good manager/leader who can make it good?

WJ: There is such thing as a bad team. Sometimes you have bad players who are toxic–and we all can be toxic at different times, it’s not that a particular person is toxic in every situation. But often you get people not performing well, and/or they’re in the wrong role. Other times, frequently there is a strong performer who got to the top of their learning curve after four or five years on the job, and they’re bored and they start to underperform. They may feel they paid their dues and are entitled. That impacts everybody on the team.

 

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FC: What’s the best way to deal with that?

WJ: If there is truly a toxic player, you need to weed them out. Otherwise, recognize that every single person is on a learning curve, including you. You build a great team by optimizing those curves. At any given time you have 70% of the people on the steep part of the learning curve, and 15% who are on the low end asking questions like, ‘Why are we doing this?’

The other 15% are people at the high end who aren’t necessarily innovating, but who are willing to set the pace by teaching, training, and collaborating. They know that shortly they will jump to a new curve of learn, leap, repeat, continuing the cycle. You have to constantly have people in a slot either learning a little more, or getting ready to learn again, then you’ve got people who are engaged, happy, and productive.

FC: What do you personally look for in others when collaborating, and how would you advise others to seek the same?

WJ: A lack of entitlement. A lack of either, ‘I’ve paid dues,’ or somehow I am owed for something. A willingness to learn and be humble enough to say I don’t know how to do everything, and I’m willing to learn from every person, not just my betters. To demonstrate domain expertise and excellence around the work they’re doing. A willingness to show up and be all in.

One of the ways you know people are excited to work with you is that they ask you questions about the work, and not about what’s in it for them. One advantage of the gig economy is working on short-term projects with someone. To me, that is the best way to test if they are all in.

FC: How would you hire to build a great team?

WJ: Look for the questions they ask to see if they are invested in the business. Ask them about times in their career or at school that they’ve taken a step back to slingshot forward, or if they were pushed back and what that looked like.

This will show how self-aware they are if they are taking ownership, or if it is someone else’s fault. You will see how agile and nimble they are, which is required for disrupting. Then talk about something that’s not worked and what the return on investment of it was. You’ll be able to see resilience, and how intact their sense of identity is if their failure is an event and not a person.

FC: How would you advise someone who’s contemplating joining a team to make the right decision?

WJ: Bosses are pretty good at telling you what you want to hear about a job, and it all looks really exciting. Ask the manager where the people are who worked for them in the past, and what they are doing today. Ask if there were women or people of color on those teams. Ask if they helped them to get to where they are–even if they moved to another organization–and if they are proud of them. That is the person you want to be working for, because this boss will make it possible for you to jump to a new learning curve.

ABOUT THE AUTHOR

Lydia Dishman is a reporter writing about the intersection of tech, leadership, and innovation. She is a regular contributor to Fast Company and has written for CBS Moneywatch, Fortune, The Guardian, Popular Science, and the New York Times, among others.

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 FastCompany.com | May 1, 2018 | Lydia Dishman

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#Leadership: 10 Toxic People You Should Avoid At All Costs… “People Inspire you, Or they Drain You—Pick them Wisely.” – Hans F. Hansen

Truly Toxic People will Never be Worth your Time and Energy—and they Take a Lot of Each.

 

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http://www.forbes.com/sites/travisbradberry/2015/11/10/10-toxic-people-you-should-avoid-at-all-costs/