How to deal with a Narcissist in my Workplace

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  In a recent encounter with a workplace narcissist, I found myself navigating a maze of manipulations and self-centered theatrics. This individual was incessantly fixated on highlighting what others weren't doing, while painting themselves as the solitary hero, looking for recognition and deeply concerned about the organization's welfare. Their tactics were cunning, often dropping my name in conversations with co-workers to imply authority or influence, and orchestrating group meetings to ensure everyone heard their version of events. They sought alliances through manipulation, suggesting others would corroborate their claims. To address these challenges, we conducted thorough investigations into every allegation. The key was to interview each person privately with a witness present, stressing the importance of confidentiality. Despite our efforts, we couldn't substantiate their claims. We reinforced our policies and guidelines on reporting, particularly emphasizing the da
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Dealing with Underperforming Employees: A Manager's Journey

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In recent weeks, I've shared various tactics and tools to help leaders and managers navigate difficult conflicts and employee issues in the workplace. Today, I want to delve into my personal experiences in handling similar situations, particularly dealing with underperforming employees, often referred to as "Ghosts" or in newer terms, "Quiet Quitters."

These are the employees who consistently miss deadlines, make excuses, and fail to engage with the team. They may have a knack for storytelling to evoke sympathy and often prefer to stay out of the spotlight, avoiding participation in meetings or team activities. I recently encountered such employees, including a senior leader who was neglecting his responsibilities and underperforming.

My approach with these individuals was rooted in transparency and clarity. Firstly, I clearly outlined the areas of improvement and the expectations I had for them. I ensured they understood their roles and responsibilities and emphasized my willingness to support them. Setting up regular follow-up meetings to track progress was also crucial.

Despite these efforts, one individual did not show improvement over a six-month period. After consulting with HR and my leader, I initiated a final written discussion outlining his shortcomings and gave him a chance to submit a plan of action. Unfortunately, there was no improvement, leading to the decision to remove him from his position.

During our second meeting after 3 months of hoping for improvement we met to discuss his next steps, the individual reacted strongly, made several unprofessional comments and accusing me of trying to get rid of him. It was a challenging moment, but I remained calm and focused on the facts. Eventually, he requested a severance package and left the company.

From this experience, I learned several key lessons:

  1. Maintain composure: In difficult situations, it's crucial to stay calm and avoid getting emotional.

  2. Expect overreaction: When someone's job is on the line, anticipate strong reactions and be prepared to handle them professionally.

  3. Accountability is essential: Holding people accountable for their performance, though challenging, is necessary for a healthy work environment.

  4. Document everything: Having good documentation and, when possible, a witness, can protect you from false accusations.

In conclusion, dealing with underperforming employees requires patience, empathy, and a clear approach. While it's never easy, addressing performance issues promptly and professionally is crucial for the success of your team and organization.





 

Comments

  1. NAlanisMarch 19, 2024 at 10:44 PM

    I completely agree with enforcing employees to be held accountable for their work responsibilities. However, I would like to suggest that maybe another option, prior to being terminated from their position, they be offered a new role in a different department. Maybe consider something that they may excel in. Every employee has strengths & weakness. I think it would great to speak with this employee & incorporate a way in finding what their strengths are & applying them in a different role if possible. If they begin to show small improvements in this new role, some positive feedback may spark some motivation and allow the employee continue to grow.

    ReplyDelete
    Replies
    1. Leadership Conflict ManagementApril 2, 2024 at 7:00 PM

      Thank you for comment and feedback greatly appreciate it.

      Delete
  2. AnonymousMarch 20, 2024 at 7:35 PM

    As a supervisor of department heads, employees are willing to perform their best when they feel like they are heard and are provided the tools needed to do their job well. I constantly meet with them and ask, "What do you need"? or "How can I help make your job easier, safer, more efficient"? If they need tools or supplies then it's added to the budget or provided as soon as possible. When they feel like they have our support then they will bend over backwards to do their best.

    ReplyDelete
  3. Leadership Conflict ManagementApril 2, 2024 at 7:00 PM

    Those are great way connect and stay close to them I agree

    ReplyDelete

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