Facing Troubled Employees

Speaking of needy employees (see yesterday's post), Carol Hymowitz of The Wall Street Journal recently wrote about how "bosses have to learn how to confront troubled employees." That's one of those job descriptions that is always on paper but is critical when it comes to running a smooth office. We all know, especially now, that an employee who exhibits aggressive and angry tendencies needs to be watched. But that's not all. These people clearly need help and should be dealt with quickly. None of us ever, ever wants to be a position where we're shaking our heads and wondering why something wasn't done sooner to help, stop, or otherwise prevent something bad happening in the workplace.
    But not all managers are good at confrontation. Just saying the word itself is enough to have them wonder what all the hoopla was about when management became a strong possibility. The problem with confrontation is that is packed with all sorts of assumptions, like maybe the person being confronted is going to get mad. Well, that's what happens sometimes when angry people are dealt with in a direct manner. Still, if we're going to ask our managers to deal with troubled employees, we'd better give them the tools they need to get that particularly dicey job done.
    Naturally, every time we hear about a shooting we're more sensitive to what could be lurking in our own backyard. But I think it's human nature, too, to allow that vigilance to slip away some. Indeed, we'd have trouble getting through the day if we allowed these horrific tragedies overshadow everything we do. Still, knowing how and when to speak to an employee who needs to be addressed is critical. Maybe it's a folder on top on the manager's desk that he or she can access quickly if necessary. Inside the folder is a one-page set of instructions that over time can be memorized. Maybe it's a management meeting during which the one in charge includes on the agenda something about troubled employees. If you don't ask, you may never find out.
    Perhaps a company should invest in an hour presentation by an expert in the field. One of the most useful points Ms. Hymowitz makes in her April 23, 2007 piece is what Roger Brunswick, a psychologist and president of management consultant Hayes Brunswick says. He says that management should "be aware that 'violence rarely begins with someone walking in a shooting others . . . Violence usually builds slowly and starts with bullying, intimidation and threats.' "
    I'm reading Nineteen Minutes right now. It's a novel by Jodi Picoult that tells the story of a school shooting. It's not an easy read and I'll probably be very careful when and to whom I recommend this book. Still, I think I'll learn something about this troubling phenomenon.