Do you know one of these characters?

1. Debbie Downer

2. Negative Ned

3. Debilitating Dave

4. Loud Lucy

5. Stale Stan

the toxic employee

What impact do they have on the workplace?

what do you think?

survey results

survey results

The day this person left our company is considered an annual holiday!

– anonymous

Great vision without great people is irrelevant.

– Jim Collins

“63 percent of employees are unengaged and 24 percent are actively

disengaged making up 87 percent of the global workforce.”

— Gallup

factor #1: disengaged

factor #2: overworked

“42 percent of working adults are willing to give up some percentage of

their salary for more flexibility at work.”— Business News Daily

“80% of workers feel stress on the job and nearly half say they need help

learning how to manage stress. 29% of employees have yelled at co-workers

because of workplace stress.” — NIOSH National Institute for

Occupational Safety & Health

factor #3: stress

factor #4: undervalued

“According to The Six Key Trends That Increase Employee Productivity and

Engagement, 98% of respondents believe exploring other points of view improved

decisions, yet only 49% felt their organizations encouraged them to do so.”

— Fierce, Inc.

What trend do you see the most?

1. Disengaged

2. Overworked

3. Stressed

4. Undervalued

what do you think?

Take Responsibility

for Your Emotional Wake

tools & ideas: principle #6

1. Feedback: Give and receive feedback on the spot to create awareness

2. Confrontation: Deeper conversation to create behavior change

tools & ideas: conversations

How do you feel about giving constructive feedback?

feedback-o-meter: giving

1

23

4

5

How do you feel about receiving constructive feedback?

feedback-o-meter:receiving

1

23

4

5

Everyone wants it, most people don’t know how to give it.

tools & ideas: feedback

feedback vs. confrontation

It’s never happened before and I don’t

think they were aware they did that.

There is a pattern of similar behavior, I’ve said something and nothing is changing or it is not changing quickly enough.

feedback vs. confrontation

They did a great thing and I want to make

sure they know how impactful it was for

me, the team, the organization.

They did something that is troublesome to me, or the team, or the organization and it really shouldn’t happen again.

feedback vs. confrontation

I see a pattern that could become a problem later on

for the person and feel compelled to share it

with them so that they have an opportunity to

course correct.

The individual has done something and once is too much.

feedback vs. confrontation

Happened once—not necessarily an

expectation they change, but rather I

want to make sure they see it from my

perspective.

Keeps happening and now is affecting our relationship, ability to work effectively together, and/or our results.

feedback vs. confrontation

A mistake was made and it’s important to

share insights on what could have been done

better.

Mistakes keep being made and there is an underlying issue that needs to be corrected to prevent further, unanticipated mistakes.

tools & ideas: confrontation

tools & ideas: confrontation model

60-SECOND OPENING STATEMENT

1 Name the issue.

2 Select a specific example that illustrates the behavior or situation you want to change.

3 Describe your emotions around this issue.

4 Clarify why this is important — what is at stake to gain or lose for you, for others, for the team or organization.

5 Identify your contribution(s) to this issue.

6 Indicate your wish to resolve the issue.

7 Invite your partner to respond.

tools & ideas: confrontation model

INTERACTION

8 Inquire into your partner’s views. Use paraphrasing and perception check. Dig for full understanding; don’t be satisfied on the surface. Make sure your partner knows that you fully understand and acknowledge his/her position and interests.

RESOLUTION

9 What was learned? Where are we now? What is needed for resolution? What was left unsaid that needs saying? Have we moved? What is our new understanding? How can we move forward from here, given this new understanding?

10 Make a new agreement and have a method to hold each other able.

tools & ideas: confrontation model

When is it time to cut the cord?

what do you think?

1. Develop your feedback giving and receiving skills at all levels

2. Create a culture of feedback where everyone can receive and give feedback

3. Leverage feedback to stay current and remain curious

4. Confront when change is required

tools & ideas: best practices

• Toxic employees are a very real issue in every organization. Toxic employees lead to toxic cultures and have a direct impact on your organizations productivity levels.

• Building a culture of feedback where feedback is both asked for and received on a regular basis will help ensure organizations stay current with trends impacting employees while also reinforcing healthy behaviors.

in summary