When you manage people, at some point you’re going to face an uncomfortable situation, such as co-worker with unacceptable body odor, a gossiper who’s poisoning the workplace, or a staff member who simply won’t acknowledge your authority. Here are some suggestions on how to deal with these people problems.
The people problems need to be managed “before they occur and as they occur,” says Clinton, MD, human resource consultant Kristina S. Griffin, SPHR.
They have an impact on the employees. And what affects the employees affects the work.
Griffin, who is president of Pinnacle Consulting ~ People First, gives these solutions.
Minimizing the gossip
The sad fact about gossip is that while it can be minimized, it can never be eliminated. In fact, to forbid it could spawn a claim that it’s a violation of the right to free speech.
The best approach, therefore, is to set a policy of respect saying the firm won’t tolerate disrespectful behavior toward employees, clients, vendors, or anyone else who comes in. Griffin gives this example:
We are a respectful workplace. We are to be kind and respectful to everyone. We will not tolerate things such as cursing, swearing, racial or gender slurs, or gossip.
If you experience or witness any disrespectful behavior, please bring it to the attention of
(name) so it can be dealt with.
As to how to talk with the gossiper, focus on the damage the gossip is having on the firm. Point out that it “is not contributing to getting the work done and is harmful to the professional environment we try to maintain.”
And if the offender ignores the warning and becomes “the key figure in another round of gossip,” treat it as a disciplinary issue.
Bad hygiene—an emotional issue
The second issue, poor hygiene, “is a topic that’s incredibly emotional and personal,” Griffin says. “It needs to be approached with respect and dignity.”
Even so, it’s not a discussion to delay. Besides the fact that the problem is damaging to morale as well as to the firm’s image, if the administrator doesn’t deal with it, somebody else likely will. And that other person may not be so tactful.
If one staffer complains about another’s body odor or bad breath or heavy perfume, say no more than “Thank you for bringing that to my attention. I’ll deal with it.”
Then observe the problem firsthand to make sure it really is a problem.
And then approach the offending staffer: “I need to talk with you about something. It’s an uncomfortable topic. And it is not my intention to offend you. But I have noticed that you have body odor.”
Don’t say somebody else mentioned it lest the staffer argue that the claim isn’t true. Phrase it as “I have noticed it” and there can be no argument.
That also keeps it private. The staffer likely feels bad enough already. Don’t make the situation worse by saying other people are talking about it.
Outline what the office expects: “You need to address this right away. Would you be able to do that starting tomorrow?”
Ask. Don’t demand. And do that for two reasons.
One is that there’s no need to add insult to injury by telling the staffer to buy soap.
The other is that the real problem could be a medical condition, and the staffer may need an accommodation under the Americans with Disabilities Act. To rule out a medical issue, ask “are there any challenges in resolving this?” And if the answer is yes, respond gently with “why don’t we talk about this later?” And then get legal advice on how to proceed.
But absent any medical reason, end the meeting and wait a few days to see if the problem resolves.
What if the staffer stays smelly? Bring it up again: “I noticed this hasn’t been addressed yet. It’s affecting other people in the office. What’s going on?”
Knowing other people are aware of the problem could change the behavior. But if it doesn’t, the only option is to treat it as a disciplinary issue for not correcting the situation.
Should the firm have a policy on personal hygiene?
Not directly, Griffin says. Better is a general policy on personal appearance that says employees have to dress professionally and be well groomed. “Any mature professional will interpret well groomed to mean clean and not smelling bad.”
Also, she notes, a professional office is beyond needing a policy saying everybody has to bathe.
Leap-frogging the administrator
The third issue—going over the administrator’s head to higher authority—happens often in law firms, Griffin says.
A staffer who works directly with a partner complains about a directive from the administrator and gets the partner’s okay to ignore it.
The only solution is to go directly to the partner and point out how the overturned edict is harming the firm. A good way to phrase it is “Staffer A is coming to you and asking you to circumvent me. And it’s affecting my ability to do my job.”
If the partner agrees, suggest a solution—to respond to the next request with “is there a reason you are uncomfortable talking with our administrator about this?” And if the answer is no, “then you need to talk with our administrator before you talk to me.”
That “shuts the behavior down.”
What if the partner isn’t willing to do that?
Then talk with the managing partner about what’s going on and again point out that it’s affecting the administrator’s ability to do the job.
However, if the managing partner gives no support, the only option is “to accept that that is what’s going to happen in this environment, or go find another job.”
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