Share thisBestiaries, books that listed and described certain animals and their characteristics, were popular in the Middle Ages. Stories about each “beast” were designed to teach important moral lessons.
Today, managers have to deal with any number of “beastly” employees. Like it or not, there will always be some difficult employees in the work force. Our goal must be to manage them effectively, change their behavior, and minimize their negative impacts. Here is a list of commonly found “beastly” employees, with descriptions of their behavior and suggested strategies for coping with them.
SLY SNAKES are menaces to other employees and pose a serious threat to group morale. They work by innuendo, not-too subtle digs, and non-playful teasing. Their message is, “Pretend that what I’m doing/saying is nice—or that you don’t even hear me.” It’s tempting to join them in laughing at someone. They feel superior and act like they know more than others.
Strategy: Do not directly challenge. Surface the attack, smoke them out: “That sounds like a dig. Is it?” or “I saw your thumbs down. Do you disagree with me?” Expect them to laugh it off and back down.
RAGING BULLS are overly sensitive to any perceived criticism and easily feel threatened. They have adult temper tantrums. Their striking out is spontaneous, not planned.
Strategy: Help them regain self-control. Often, they will wind down by themselves. They get totally carried away, so you need to get their attention: sit down, or stand up suddenly and shout their name. If necessary, interrupt, e.g., by saying “Right! Right!” Show your good intentions: “I know this is important to you, and it is for me, too.” If nothing else works, take a break. If necessary, walk out, saying “I’ll be back.”
HOWLER MONKEYS are constantly complaining. They whine, act self-righteous, and blame and accuse others. They usually howl, sound defeated, and seem to believe nothing will ever get better. Often, there is some substance to their complaint. They feel powerless but know exactly how things should be.
Strategy: The aim is to switch them to problem solving. Listen attentively—which might not be easy. Do not placate or become defensive. Acknowledge any valid points. Show that you understand their feelings. Interrupt if necessary. Limit their “always” and “nevers.” Do not admit any wrong-doing and avoid defensiveness. Ask them to gather data to help clarify/fix the problem or complaint. Ask them: “Have you discussed this with the guy you’re complaining about? Can I tell him of your complaint?” If they refuse, say,“Well, if you change your mind, let me know.” That leaves it in the howler’s court.
SILENT CLAMS might say “yep” or “nope” or “maybe,” or they may grunt or shrug and say nothing. Often these clams are very guilt-prone. Sometimes they are really passive aggressive, knowing they irk you.
Strategy: Your task is to get them to talk. Ask open-ended questions. Use a friendly, silent stare; wait them out. Comment on what’s happening: “I expected you to say something but you didn’t; what does that mean?” or “I’m waiting, you’re silent, how do we get out of this bind?” Try, “Can you tell me why you’re silent? Are you concerned about my reaction? Are you feeling irritated/worried/uncomfortable, etc.?” Set a time limit. If they say, “I don’t know.” Say, “What else?” and treat it as a non response, keeping a friendly stare. Don’t give up: indicate you’ll raise the subject again. You could try, “I assume your silence means you agree.”