SlideShare a Scribd company logo
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
2
3
4
5
How do you feel about receiving
constructive feedback?
feedback-o-meter:
receiving
1
2
3
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
How To Address Toxic Employees

More Related Content

What's hot

Thriving Through Change
Thriving Through ChangeThriving Through Change
Thriving Through Change
Cynthia Scott
 
Leadership
LeadershipLeadership
Developing Leaders Through a Structured Leadership Development Program
Developing Leaders Through a Structured Leadership Development ProgramDeveloping Leaders Through a Structured Leadership Development Program
Developing Leaders Through a Structured Leadership Development Program
Wong Yew Yip
 
Workplace Change and Transition by Catherine Adenle
Workplace Change and Transition by Catherine AdenleWorkplace Change and Transition by Catherine Adenle
Workplace Change and Transition by Catherine Adenle
Catherine Adenle
 
Managing Difficult Employees
Managing Difficult EmployeesManaging Difficult Employees
Managing Difficult Employees
Profiles International
 
The Future of Leadership Development
The Future of Leadership DevelopmentThe Future of Leadership Development
The Future of Leadership Development
Myanmar B2B Management Magazine
 
First Time Manager.pptx
First Time Manager.pptxFirst Time Manager.pptx
First Time Manager.pptx
Vichet5
 
High Performing Leadership
High Performing LeadershipHigh Performing Leadership
High Performing Leadership
RajThilak
 
Effective teamwork in a work place
Effective teamwork in a work placeEffective teamwork in a work place
Effective teamwork in a work place
Preston Healthcare Consulting
 
10 Challenges That Every First-Time Manager Will Face
10 Challenges That Every First-Time Manager Will Face10 Challenges That Every First-Time Manager Will Face
10 Challenges That Every First-Time Manager Will Face
Officevibe
 
Employee Value Propositions & Employer Branding
Employee Value Propositions & Employer BrandingEmployee Value Propositions & Employer Branding
Employee Value Propositions & Employer Branding
Engage Me
 
HR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is NowHR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is Now
Manish Mohan Misra
 
Emotional Intelligence.pptx
Emotional Intelligence.pptxEmotional Intelligence.pptx
Emotional Intelligence.pptx
Crescendo Global
 
Teamwork and Team Building
Teamwork and Team BuildingTeamwork and Team Building
Teamwork and Team Building
Jason Castellano
 
Leading Change Workshop
Leading Change WorkshopLeading Change Workshop
Leading Change Workshop
Michael Barker
 
Team work & team building
Team work & team buildingTeam work & team building
Team work & team building
DR SATYANARAYANA DASH,IAS (RETD.)
 
Managing Hybrid Teams
Managing Hybrid TeamsManaging Hybrid Teams
Managing Hybrid Teams
Engaged Organizations
 
People Management
People ManagementPeople Management
People Management
Chetana Mehta
 
16 Simple Ways to Help First-Time Managers Succeed
16 Simple Ways to Help First-Time Managers Succeed16 Simple Ways to Help First-Time Managers Succeed
16 Simple Ways to Help First-Time Managers Succeed
Jhana
 
LEADERSHIP
LEADERSHIPLEADERSHIP
LEADERSHIP
LITTLE FISH
 

What's hot (20)

Thriving Through Change
Thriving Through ChangeThriving Through Change
Thriving Through Change
 
Leadership
LeadershipLeadership
Leadership
 
Developing Leaders Through a Structured Leadership Development Program
Developing Leaders Through a Structured Leadership Development ProgramDeveloping Leaders Through a Structured Leadership Development Program
Developing Leaders Through a Structured Leadership Development Program
 
Workplace Change and Transition by Catherine Adenle
Workplace Change and Transition by Catherine AdenleWorkplace Change and Transition by Catherine Adenle
Workplace Change and Transition by Catherine Adenle
 
Managing Difficult Employees
Managing Difficult EmployeesManaging Difficult Employees
Managing Difficult Employees
 
The Future of Leadership Development
The Future of Leadership DevelopmentThe Future of Leadership Development
The Future of Leadership Development
 
First Time Manager.pptx
First Time Manager.pptxFirst Time Manager.pptx
First Time Manager.pptx
 
High Performing Leadership
High Performing LeadershipHigh Performing Leadership
High Performing Leadership
 
Effective teamwork in a work place
Effective teamwork in a work placeEffective teamwork in a work place
Effective teamwork in a work place
 
10 Challenges That Every First-Time Manager Will Face
10 Challenges That Every First-Time Manager Will Face10 Challenges That Every First-Time Manager Will Face
10 Challenges That Every First-Time Manager Will Face
 
Employee Value Propositions & Employer Branding
Employee Value Propositions & Employer BrandingEmployee Value Propositions & Employer Branding
Employee Value Propositions & Employer Branding
 
HR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is NowHR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is Now
 
Emotional Intelligence.pptx
Emotional Intelligence.pptxEmotional Intelligence.pptx
Emotional Intelligence.pptx
 
Teamwork and Team Building
Teamwork and Team BuildingTeamwork and Team Building
Teamwork and Team Building
 
Leading Change Workshop
Leading Change WorkshopLeading Change Workshop
Leading Change Workshop
 
Team work & team building
Team work & team buildingTeam work & team building
Team work & team building
 
Managing Hybrid Teams
Managing Hybrid TeamsManaging Hybrid Teams
Managing Hybrid Teams
 
People Management
People ManagementPeople Management
People Management
 
16 Simple Ways to Help First-Time Managers Succeed
16 Simple Ways to Help First-Time Managers Succeed16 Simple Ways to Help First-Time Managers Succeed
16 Simple Ways to Help First-Time Managers Succeed
 
LEADERSHIP
LEADERSHIPLEADERSHIP
LEADERSHIP
 

Viewers also liked

Fierce conversations
Fierce conversationsFierce conversations
Fierce conversations
Tanya Catallo
 
Fierce conversations ralph_blundell
Fierce conversations ralph_blundellFierce conversations ralph_blundell
Fierce conversations ralph_blundell
ebbf - mindful people, meaningful work
 
Brief overview of New Curriculum for IL
Brief overview of New Curriculum for ILBrief overview of New Curriculum for IL
Brief overview of New Curriculum for IL
Jane Secker
 
Tableau - ANAND CHOKHI DEMO - Filled Map Chart
Tableau - ANAND CHOKHI DEMO - Filled Map ChartTableau - ANAND CHOKHI DEMO - Filled Map Chart
Tableau - ANAND CHOKHI DEMO - Filled Map Chart
Anand Chokshi
 
Marketing with Digital Tools
Marketing with Digital ToolsMarketing with Digital Tools
Marketing with Digital Tools
coursestorm
 
Изучение планет Солнечной системы
Изучение планет Солнечной системыИзучение планет Солнечной системы
Изучение планет Солнечной системыredy
 
Panda lacotion
Panda lacotionPanda lacotion
Panda lacotion
geleya
 
Patrones de medición
Patrones de mediciónPatrones de medición
Patrones de medición
Diana Carolina Camacho Cedeño
 
Working Mechanism of Pinterest and LinkedIn
Working Mechanism of Pinterest and LinkedInWorking Mechanism of Pinterest and LinkedIn
Working Mechanism of Pinterest and LinkedIn
Rajan Chhangani
 
Internal Social and Collaboration presented at 18F
Internal Social and Collaboration presented at 18FInternal Social and Collaboration presented at 18F
Internal Social and Collaboration presented at 18F
Thomas Vander Wal
 
Visual Storytelling Part 1: PLOT Your Presentation
Visual Storytelling Part 1: PLOT Your PresentationVisual Storytelling Part 1: PLOT Your Presentation
Visual Storytelling Part 1: PLOT Your Presentation
Ivan Ruiz
 
Как думать о коммерциализации Искусственного Интеллекта и не разочароваться з...
Как думать о коммерциализации Искусственного Интеллекта и не разочароваться з...Как думать о коммерциализации Искусственного Интеллекта и не разочароваться з...
Как думать о коммерциализации Искусственного Интеллекта и не разочароваться з...
Skolkovo Robotics Center
 
Прямые продажи облачных сервисов
Прямые продажи облачных сервисовПрямые продажи облачных сервисов
Прямые продажи облачных сервисовSaaS.ru Portal
 
Ref
RefRef
Ref
orehg24
 

Viewers also liked (15)

Fierce conversations
Fierce conversationsFierce conversations
Fierce conversations
 
Fierce conversations ralph_blundell
Fierce conversations ralph_blundellFierce conversations ralph_blundell
Fierce conversations ralph_blundell
 
Brief overview of New Curriculum for IL
Brief overview of New Curriculum for ILBrief overview of New Curriculum for IL
Brief overview of New Curriculum for IL
 
Tableau - ANAND CHOKHI DEMO - Filled Map Chart
Tableau - ANAND CHOKHI DEMO - Filled Map ChartTableau - ANAND CHOKHI DEMO - Filled Map Chart
Tableau - ANAND CHOKHI DEMO - Filled Map Chart
 
Marketing with Digital Tools
Marketing with Digital ToolsMarketing with Digital Tools
Marketing with Digital Tools
 
Изучение планет Солнечной системы
Изучение планет Солнечной системыИзучение планет Солнечной системы
Изучение планет Солнечной системы
 
Panda lacotion
Panda lacotionPanda lacotion
Panda lacotion
 
Patrones de medición
Patrones de mediciónPatrones de medición
Patrones de medición
 
Working Mechanism of Pinterest and LinkedIn
Working Mechanism of Pinterest and LinkedInWorking Mechanism of Pinterest and LinkedIn
Working Mechanism of Pinterest and LinkedIn
 
Internal Social and Collaboration presented at 18F
Internal Social and Collaboration presented at 18FInternal Social and Collaboration presented at 18F
Internal Social and Collaboration presented at 18F
 
Visual Storytelling Part 1: PLOT Your Presentation
Visual Storytelling Part 1: PLOT Your PresentationVisual Storytelling Part 1: PLOT Your Presentation
Visual Storytelling Part 1: PLOT Your Presentation
 
Как думать о коммерциализации Искусственного Интеллекта и не разочароваться з...
Как думать о коммерциализации Искусственного Интеллекта и не разочароваться з...Как думать о коммерциализации Искусственного Интеллекта и не разочароваться з...
Как думать о коммерциализации Искусственного Интеллекта и не разочароваться з...
 
scan
scanscan
scan
 
Прямые продажи облачных сервисов
Прямые продажи облачных сервисовПрямые продажи облачных сервисов
Прямые продажи облачных сервисов
 
Ref
RefRef
Ref
 

Similar to How To Address Toxic Employees

Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Agatha C Melvin
 
Power point for workshop
Power point for workshopPower point for workshop
Power point for workshop
scottmaycock
 
Managers simple guide to returning to work
Managers simple guide to returning to workManagers simple guide to returning to work
Managers simple guide to returning to work
Genius Learning Ltd
 
Gallup Q12's Employee Engagement Findings
Gallup Q12's Employee Engagement FindingsGallup Q12's Employee Engagement Findings
Gallup Q12's Employee Engagement Findings
Paul Sohn
 
Herding cats (managing software development)
Herding cats (managing software development)Herding cats (managing software development)
Herding cats (managing software development)
cfry
 
Learning to Learn by Erika Andersen
Learning to Learn by Erika AndersenLearning to Learn by Erika Andersen
Learning to Learn by Erika Andersen
Alex Clapson
 
Redundancy - building for the future with today's available talent
Redundancy - building for the future with today's available talentRedundancy - building for the future with today's available talent
Redundancy - building for the future with today's available talent
Pharmaceutical & Medical Professionals
 
Now you're asking for it! A Culture of Continuous Feedback
Now you're asking for it! A Culture of Continuous FeedbackNow you're asking for it! A Culture of Continuous Feedback
Now you're asking for it! A Culture of Continuous Feedback
Jason Schreuder
 
Intentional Engagement...In Business...In Life!
Intentional Engagement...In Business...In Life!Intentional Engagement...In Business...In Life!
Intentional Engagement...In Business...In Life!
ryallen
 
Culture Assessment Survey Results
Culture Assessment Survey ResultsCulture Assessment Survey Results
Culture Assessment Survey Results
Joe Tye
 
Bringing out the best in people summary with example
Bringing out the best in people summary with exampleBringing out the best in people summary with example
Bringing out the best in people summary with example
Ilya Sizov
 
2nd Annual IT Recruiters Roundtable (BDPA Cincinnati)
2nd Annual IT Recruiters Roundtable (BDPA Cincinnati)2nd Annual IT Recruiters Roundtable (BDPA Cincinnati)
2nd Annual IT Recruiters Roundtable (BDPA Cincinnati)
BDPA Education and Technology Foundation
 
Good To Geat Nasscom Fridays 2.0 36th Session
Good To Geat Nasscom Fridays 2.0 36th SessionGood To Geat Nasscom Fridays 2.0 36th Session
Good To Geat Nasscom Fridays 2.0 36th Session
OMcareers Community
 
Effective Leadership
Effective LeadershipEffective Leadership
Effective Leadership
Vandit Kinarivala
 
Management And Supervision
Management And SupervisionManagement And Supervision
Management And Supervision
Carolyn Curran
 
The role of Psychological Safety & Mission Critical Behaviours for organizati...
The role of Psychological Safety & Mission Critical Behaviours for organizati...The role of Psychological Safety & Mission Critical Behaviours for organizati...
The role of Psychological Safety & Mission Critical Behaviours for organizati...
Kye Andersson
 
Working with Individuals ©2018 Laureate Education, Inc 1 .docx
Working with Individuals ©2018 Laureate Education, Inc 1 .docxWorking with Individuals ©2018 Laureate Education, Inc 1 .docx
Working with Individuals ©2018 Laureate Education, Inc 1 .docx
helzerpatrina
 
Seven habits of highly effective peoples - Gerhardt
Seven habits of highly effective peoples - GerhardtSeven habits of highly effective peoples - Gerhardt
Seven habits of highly effective peoples - Gerhardt
genesissathish
 
Gerhardt sevenhabits
Gerhardt sevenhabitsGerhardt sevenhabits
Gerhardt sevenhabits
Zahidul Ronnie
 
Part 1 (Use APA citations)This week’s Shared Practice requires y.docx
Part 1 (Use APA citations)This week’s Shared Practice requires y.docxPart 1 (Use APA citations)This week’s Shared Practice requires y.docx
Part 1 (Use APA citations)This week’s Shared Practice requires y.docx
karlhennesey
 

Similar to How To Address Toxic Employees (20)

Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02
 
Power point for workshop
Power point for workshopPower point for workshop
Power point for workshop
 
Managers simple guide to returning to work
Managers simple guide to returning to workManagers simple guide to returning to work
Managers simple guide to returning to work
 
Gallup Q12's Employee Engagement Findings
Gallup Q12's Employee Engagement FindingsGallup Q12's Employee Engagement Findings
Gallup Q12's Employee Engagement Findings
 
Herding cats (managing software development)
Herding cats (managing software development)Herding cats (managing software development)
Herding cats (managing software development)
 
Learning to Learn by Erika Andersen
Learning to Learn by Erika AndersenLearning to Learn by Erika Andersen
Learning to Learn by Erika Andersen
 
Redundancy - building for the future with today's available talent
Redundancy - building for the future with today's available talentRedundancy - building for the future with today's available talent
Redundancy - building for the future with today's available talent
 
Now you're asking for it! A Culture of Continuous Feedback
Now you're asking for it! A Culture of Continuous FeedbackNow you're asking for it! A Culture of Continuous Feedback
Now you're asking for it! A Culture of Continuous Feedback
 
Intentional Engagement...In Business...In Life!
Intentional Engagement...In Business...In Life!Intentional Engagement...In Business...In Life!
Intentional Engagement...In Business...In Life!
 
Culture Assessment Survey Results
Culture Assessment Survey ResultsCulture Assessment Survey Results
Culture Assessment Survey Results
 
Bringing out the best in people summary with example
Bringing out the best in people summary with exampleBringing out the best in people summary with example
Bringing out the best in people summary with example
 
2nd Annual IT Recruiters Roundtable (BDPA Cincinnati)
2nd Annual IT Recruiters Roundtable (BDPA Cincinnati)2nd Annual IT Recruiters Roundtable (BDPA Cincinnati)
2nd Annual IT Recruiters Roundtable (BDPA Cincinnati)
 
Good To Geat Nasscom Fridays 2.0 36th Session
Good To Geat Nasscom Fridays 2.0 36th SessionGood To Geat Nasscom Fridays 2.0 36th Session
Good To Geat Nasscom Fridays 2.0 36th Session
 
Effective Leadership
Effective LeadershipEffective Leadership
Effective Leadership
 
Management And Supervision
Management And SupervisionManagement And Supervision
Management And Supervision
 
The role of Psychological Safety & Mission Critical Behaviours for organizati...
The role of Psychological Safety & Mission Critical Behaviours for organizati...The role of Psychological Safety & Mission Critical Behaviours for organizati...
The role of Psychological Safety & Mission Critical Behaviours for organizati...
 
Working with Individuals ©2018 Laureate Education, Inc 1 .docx
Working with Individuals ©2018 Laureate Education, Inc 1 .docxWorking with Individuals ©2018 Laureate Education, Inc 1 .docx
Working with Individuals ©2018 Laureate Education, Inc 1 .docx
 
Seven habits of highly effective peoples - Gerhardt
Seven habits of highly effective peoples - GerhardtSeven habits of highly effective peoples - Gerhardt
Seven habits of highly effective peoples - Gerhardt
 
Gerhardt sevenhabits
Gerhardt sevenhabitsGerhardt sevenhabits
Gerhardt sevenhabits
 
Part 1 (Use APA citations)This week’s Shared Practice requires y.docx
Part 1 (Use APA citations)This week’s Shared Practice requires y.docxPart 1 (Use APA citations)This week’s Shared Practice requires y.docx
Part 1 (Use APA citations)This week’s Shared Practice requires y.docx
 

More from Fierce Inc

3 Tips to Build an Accountable Culture
3 Tips to Build an Accountable Culture 3 Tips to Build an Accountable Culture
3 Tips to Build an Accountable Culture
Fierce Inc
 
3 Fierce Strategies to Thrive in Times of Change
3 Fierce Strategies to Thrive in Times of Change 3 Fierce Strategies to Thrive in Times of Change
3 Fierce Strategies to Thrive in Times of Change
Fierce Inc
 
Fierce Case Study: Crate&Barrel
Fierce Case Study: Crate&BarrelFierce Case Study: Crate&Barrel
Fierce Case Study: Crate&Barrel
Fierce Inc
 
Fierce Case Study: Symetra
Fierce Case Study: SymetraFierce Case Study: Symetra
Fierce Case Study: Symetra
Fierce Inc
 
Fierce Survey: Toxic Employees
Fierce Survey: Toxic EmployeesFierce Survey: Toxic Employees
Fierce Survey: Toxic Employees
Fierce Inc
 
Fierce Case Study: Costco
Fierce Case Study: CostcoFierce Case Study: Costco
Fierce Case Study: Costco
Fierce Inc
 

More from Fierce Inc (6)

3 Tips to Build an Accountable Culture
3 Tips to Build an Accountable Culture 3 Tips to Build an Accountable Culture
3 Tips to Build an Accountable Culture
 
3 Fierce Strategies to Thrive in Times of Change
3 Fierce Strategies to Thrive in Times of Change 3 Fierce Strategies to Thrive in Times of Change
3 Fierce Strategies to Thrive in Times of Change
 
Fierce Case Study: Crate&Barrel
Fierce Case Study: Crate&BarrelFierce Case Study: Crate&Barrel
Fierce Case Study: Crate&Barrel
 
Fierce Case Study: Symetra
Fierce Case Study: SymetraFierce Case Study: Symetra
Fierce Case Study: Symetra
 
Fierce Survey: Toxic Employees
Fierce Survey: Toxic EmployeesFierce Survey: Toxic Employees
Fierce Survey: Toxic Employees
 
Fierce Case Study: Costco
Fierce Case Study: CostcoFierce Case Study: Costco
Fierce Case Study: Costco
 

Recently uploaded

Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024
stuwilson.co.uk
 
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptxGanpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
GanpatiKumarChoudhar
 
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptxinnovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
TulsiDhidhi1
 
Chart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spentChart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spent
spandane
 
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
dsnow9802
 
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Alexey Krivitsky
 
Team Building and TUCKMANS MODEL Explained
Team Building and TUCKMANS MODEL ExplainedTeam Building and TUCKMANS MODEL Explained
Team Building and TUCKMANS MODEL Explained
iampriyanshujaiswal
 
一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理
8p28uk6g
 
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Dr. Nazrul Islam
 
The Management Guide: From Projects to Portfolio
The Management Guide: From Projects to PortfolioThe Management Guide: From Projects to Portfolio
The Management Guide: From Projects to Portfolio
Ahmed AbdelMoneim
 
All the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/BozenAll the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/Bozen
Alberto Brandolini
 
Addiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdfAddiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdf
Bill641377
 
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
Pierre E. NEIS
 
Conflict resololution,role of hr in resolution
Conflict resololution,role of hr in resolutionConflict resololution,role of hr in resolution
Conflict resololution,role of hr in resolution
Dr. Christine Ngari ,Ph.D (HRM)
 

Recently uploaded (14)

Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024
 
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptxGanpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
 
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptxinnovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
 
Chart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spentChart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spent
 
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
 
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
 
Team Building and TUCKMANS MODEL Explained
Team Building and TUCKMANS MODEL ExplainedTeam Building and TUCKMANS MODEL Explained
Team Building and TUCKMANS MODEL Explained
 
一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理
 
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
 
The Management Guide: From Projects to Portfolio
The Management Guide: From Projects to PortfolioThe Management Guide: From Projects to Portfolio
The Management Guide: From Projects to Portfolio
 
All the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/BozenAll the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/Bozen
 
Addiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdfAddiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdf
 
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
 
Conflict resololution,role of hr in resolution
Conflict resololution,role of hr in resolutionConflict resololution,role of hr in resolution
Conflict resololution,role of hr in resolution
 

How To Address Toxic Employees

  • 1.
  • 2.
  • 3.
  • 4.
  • 5. 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
  • 6. What impact do they have on the workplace? what do you think?
  • 9. The day this person left our company is considered an annual holiday! – anonymous Great vision without great people is irrelevant. – Jim Collins
  • 10.
  • 11. “63 percent of employees are unengaged and 24 percent are actively disengaged making up 87 percent of the global workforce.” — Gallup factor #1: disengaged
  • 12. 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
  • 13. “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
  • 14. 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.
  • 15. What trend do you see the most? 1. Disengaged 2. Overworked 3. Stressed 4. Undervalued what do you think?
  • 16.
  • 18. 1. Feedback: Give and receive feedback on the spot to create awareness 2. Confrontation: Deeper conversation to create behavior change tools & ideas: conversations
  • 19. How do you feel about giving constructive feedback? feedback-o-meter: giving 1 2 3 4 5
  • 20. How do you feel about receiving constructive feedback? feedback-o-meter: receiving 1 2 3 4 5
  • 21. Everyone wants it, most people don’t know how to give it. tools & ideas: feedback
  • 22. 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.
  • 23. 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.
  • 24. 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.
  • 25. 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.
  • 26. 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.
  • 28. 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.
  • 30. 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
  • 31. When is it time to cut the cord? what do you think?
  • 32. 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
  • 33. • 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

Editor's Notes

  1. Change Graphic Treatment Title: Fierce Conversations: How to Address Toxic Employees
  2. Talking Points: What is the makeup of toxic employees: negative attitudes, behavior, cold shoulder, rolling of the eyes, narcissism,. Can also be the high performer who is discouraging to others, someone who wears their disgust on their face, the idea of why can you be more like me and do what I do. Toxic Employees leads to a Toxic Office: implications of toxic, sharing in “victim bonding” What are acceptable levels of toxicity?
  3. Fierce, Inc. Toxic Employees Survey Results 78 percent of employees say negative attitudes are extremely debilitating to team morale. 17 percent say negative attitudes increase stress. 27 percent of employees say negative attitudes decrease productivity.
  4. 62 percent of employees opt to confront toxic coworkers, yet 78 percent of employees claim their organizations are extremely to somewhat tolerant of colleagues with negative attitudes.
  5. First Quote- “The day this person left our company is considered an annual holiday!” – anonymous Second Quote- “Great vision without great people is irrelevant.” – Jim Collins
  6. a recipe for disaster
  7. What is active disengagement doing to the workforce?
  8. http://www.businessnewsdaily.com/1419-flexible-workplace-options-survey.html This is for all ages. Look at vacation survey- ours internal
  9. http://www.theadrenalizer.com/upload/workplace_conflict_statistics4.pdf http://www.cdc.gov/niosh/topics/violence/ http://www.cdc.gov/niosh/docs/2002-116/pdfs/2002-116.pdf
  10. Look for survey from whitepaper
  11. Steve: Could you place numbers in the colored areas on the meter? I want people to vote by punching in a number that correlates to how they feel about feedback. 1 is LOVE IT and 5 is LOATHE IT.
  12. Steve: Could you place numbers in the colored areas on the meter? I want people to vote by punching in a number that correlates to how they feel about feedback. 1 is LOVE IT and 5 is LOATHE IT.
  13. Halley: How do you want this too build?
  14. Halley: How do you want this too build?
  15. Halley: How do you want this too build?
  16. Halley: How do you want this too build?
  17. Halley: How do you want this too build?
  18. Optional questions.
  19. We will be sending you a tool we have to help you take a Personal Integrity Scan And we would LOVE to start a conversation with you. Give us a call, tweet about your experience, send us an email… We would love to hear from you. Thank you so much for spending this time with me! I am grateful!!