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There are many profiles that produce difficult team members and situations, listed below are a few to review with strategies that may prove to be helpful:
Passive-Aggressive
Team Member You know the type, the team
member who always does what is asked, seems eager to help, never raises his
or her voice and never even complains. But, an important part of the project
or assignment never gets done. He or she always has an excuse, and after the
third time, your blood begins to boil! This team member is passive
in that they don’t speak out openly and aggressive because the anger needs
to come out somehow. It’s the “somehow” that becomes the problem. The individual can undermine performance in a way that’s so indirect
that it becomes impossible to hold they accountable. Tactics may include
withholding information, being chronically late or otherwise failing to meet
the team’s expectation. Passive-aggressive team members are also good at
deflecting anger because they are afraid of it. They often can’t
understand why everyone is so angry with them. Instead of fuming and raging, team members can learn to recognize
passive-aggressive behaviors and then take control. Keep in mind that nearly
everyone is passive-aggressive once in a while. Examples might include,
neglecting to return a phone call, procrastination, or making promises that
are not kept. And thanks to downsizing it seems that in many organizations,
passive-aggressive behavior may be on the rise. Some strategies that the team might use in dealing with
passive-aggressive team members would be to create a list of expectations
for the project or assignment. Not meeting expectations is what a
passive-aggressive individual thrives on, but when you give him or her a
clear a d detailed list, it’s harder for the person not to have known what
was expected. Another approach is to break assignments down into small
pieces, give each part an absolute deadline and check on its completion. Laying out team consequences and deciding exactly what you can enforce
is another way to deal with the passive-aggressive team member. An example
would be to say, “if you can’t meet the deadline on the standards
project, you won’t be listed in the summary to administration.” Unless
the team can see some improvement, don’t set the team up for failure by
relying on this person in critical situations. A passive-aggressive team member may have a useful message. This
behavior gets worse when team members feel that have no other safe option
for expressing disagreement. Make it easy for them to tell the team when
something is troubling them or an issue is unresolved.
And lastly, look for patterns with this team member. Is the problem
chronic or temporary? Some team members may use passive-aggressive behavior
as a coping mechanism but others use it to constantly undermine colleagues.
Does he or she constantly procrastinate or work at a snail’s pace. The New Guy or Gal
A new junior member just joins your team. He or she is excited to be
there but not exactly sure what needs to be done. This individual usually
has tons of commitment, but few skills. They may need more than the usual
guidance, feedback and praise since they may not know much about team
membership or what is expected. An informal mentor or preceptor will be the best strategy for this new guy or gal. They can then be shown the ropes, develop confidence and have an active sounding board to bring problems to. Underperformer
This team member knows what they are doing but waffles in and out of
enthusiasm. They are usually skilled, but not committed. They do great work
on assignments they like but practically ignore others they don’t like. In
trying to get him or her 100% committed to the team effort it is important
to get them the resources they need to get the job done, recognizing their
efforts and matching interests and responsibilities, when possible.
Another approach might
be to assign them to a part of a team project, knowing they would not want
to embarrass him or her by letting down the team. Also, giving them high
quality public praise may motive them to do more of the same. The team “star”
This individual needs little guidance, time or detailed instruction.
They are skilled, committed, enthusiastic and passionate. Several strategies
that might work include to them encouragement and make a few course
corrections if they get sidetracked. Two pitfalls to watch out for include making sure the star is constantly challenged and recognized so they won’t get bored and look for opportunities outside of the team. Another is to make sure not to get lulled into the idea that they are doing so well on projects or assignments that they never need checkpoints or face accountability.
Sherman tank The least refined of the
team member’s move over the team landscape like Sherman Tanks over the
plains! Having battened down their hatches, they are insensitive to any team
members feelings other than their own. Abusive, abrupt, and intimidating,
blazing away arrogantly at personality and behavior, they can really charge
down hard on other team members. They can be mean and vicious to team member’s as their style is
overwhelming. This tremendous show of power can confuse team members into a
state of enraged tears or helplessness. Sherman tanks act out a strong need to prove to themselves and others
that their view of the world is right. Any time the situation deviates from
their worldview, they complain because they believe that the team must fix
the problem. Uncertain of their own worth, they often demean other team members to
feel a sense of superiority. They may project the feeling that “if you are
weak, I am strong.” Since they do not understand how their over-aggressive
behavior affects other steam members, they usually achieve their short-term
objective at the sacrifice of long-term relationships. What strategies can disarm the Sherman tanks? First, keep in mind that
tanks burn enormous amounts of fuel fast! Crying, arguing with, or attacking
the Sherman tank refuels their energies. So does performing before a crowd.
Therefore, give them time to run down. Just let them verbally run out of
gas, especially if other team members are present. If they get out of control, say their name loudly. Walk to a place where
other team members cannot hear what they are saying. They will follow you,
they are usually so busy screaming that they can be led anywhere. If
possible, sit down. Individuals are less aggressive when seated. If they
refuse to sit, maintain eye-to-eye contact. Hold your ground until you can
state your point of view. Sherman tanks have so deep a need to be accepted if you do not humiliate
them, they will even make friendly conversation at the end of a
confrontation. No matter how hard it is to listen. That gesture means you
have gained their respect. It means you have won.
Overly
competitive team member
Many times when a team member is overly competitive, it’s because they
are insecure. They believe deep down that you’re better than they are. The
only way they can feel okay is to compete fiercely. Often overly competitive team members are idea stealers, they want to get credit for achievements and it does not matter who they belong to. An example would be a meeting in progress and your overly competitive team member begins to dominate the discussion and then presents your ideas as theirs. Most individuals in this situation will either sit quietly and fester, or they’ll go on the attack. A better strategy is to let your overly competitive team member finish,
and then say that you are pleased your idea was so good and that she or he
was willing to present it and even attach his or her name to it! Then, thank
him or her for the compliment. If you have the courage to do this, you’ll
be on the road to quickly taking the steam out of your competitor. Talking
to the person in private is just not effective. On an individual level, if you are having trouble with a competitive
colleague or team member, don’t smolder over it. Often, individuals simply
are not aware of the impact of their behavior. It’s important to be direct
with your team member about what’s upsetting you, but put it positively.
An example would be to say, “I admire the way you accomplish these things,
but some things you do are getting in the way of my work and making me feel
uncomfortable.” Pinpoint your complaint. Be specific about time,
event, situation, behavior and effect. Suggest a solution. Bringing up
issues usually clears the air, or at least leaves you feeling that you’ve
done all you can. If the team member doesn’t make any effort to change,
then probably all you can do is stay out of the way! Your overly competitive
peer will probably burn out. On a group level within a team the team leader often may say that they
don’t like overly competitive behavior because it’s detrimental to the
groups morale and productivity, yet they often reward competitive team
members with extra attention. In order to get the group
working cooperatively, a strategy might be to assign projects within the
team to get the group working together and define acceptable behavior.
Another approach would be to ask team members what they feel is acceptable
behavior. The more a particular team cooperates and the less it competes, the
better it is. But be careful, sometime what looks like a cooperative team
effort may be an effort to cover up poor performance. When this occurs,
it’s often a super-competitive person who can really light a fire, because
that team member sees that a group team effort can always do better. A final strategy is to learn as much as you can from competitive people!
Take credit for all you do, but be your own PR agent. It’s also a good
idea to be a PR agent for other team members on your team. This definitely
sets an example of cooperation.
Snipers Another hostile aggressive type is more skilled at targeting victims
than Sherman Tanks are. Usually with smiles on their faces, they take pot
shots at team members with carefully aimed innuendos, digs and nonplayful
teasing. One of the ways that some team members encounter snipers is during
a team report or summary presentation. Here, they depend on social rituals
to protect them from retaliation. They may use the team members respect for
keeping the peace on the team in order to keep you quiet. Snipers accompany a strong sense of how others should think and act with unrealistic expectations of other individuals. However, they usually have 100 excuses for their own shortcomings, and they even attack someone else whenever they feel threatened. The best sniper strategy is to refuse to be attacked indirectly.
Whenever they attack you, one-by-one or in a group, bring the issue out in
the open. Confront the sniper immediately. Demand clarification. An example
might be, “what do you mean by that statement or could you please
explain?” If a sniper persists, turn to the group and ask if anyone else
feels that way. If there is a real problem, let the sniper know you will
take action if they do not communicate to you appropriately.
Complainers These malcontents string “ands” and “buts” in mournful litanies
of endless needs and deficiencies. They shine, sing-song, and find fault
with everything. They keep warning you about something that has gone wrong
with their world. The complaining team member usually regard themselves as powerless to
manage their working lives and they also feel that problems are beyond their
control to solve. They want you to fix it for
them, not usually with them. They
usually do point out real problems, but they do it in a way that irritates
other team members. Sometimes all the constant complainer needs is someone who will listen.
Do not allow complainers to dwell on past grievances, interrupt then once
you have the main idea. Acknowledge that you understand by paraphrasing the
main points. Don’t remain silent if you disagree with them, but keep to
the facts and don’t become defensive. Even though complainers want you to play “Mr or Ms Fixit” switch
them on to taking a share in solving the problem. Tell the complainer what
can or can’t be realistically done. Analyze the situation with them and
work on a list of solutions. Focus on one of them, articulate a plan and
follow up. Expect some frustration, remember that complainers want
you to do it all. Stallers
During team planning sessions, these deceptively agreeable team members
lead you on with hints and vague references to problems that various options
raise. Carrying out decisions distributes resources, which are often tied to
other tem members’ wants and hopes. This situation poses a terrible
dilemma for Stallers. However they decide, one or more team members may not
like the decision. Since they do not want to hurt anyone, they don’t do anything. They
may claim to value what is “right” over what is “expedient.” Putting
quality over quantity. So, the staller sits on plans and doesn’t do
anything until making the choice is no longer an option.
Strategies for stallers include helping them to come to grips with a
specific problem once it is out in the open. If this approach is used,
acknowledge your weaknesses in an unemotional way to win their confidence
before refocusing their attention on the matter at hand. If the problem is
not with you, have the staller describe it in detail, rank order possible
solutions, and reduce the number of feasible alternatives. This way everyone’s
wishes are recognized. The process makes the choices and the stallers
don’t have to. Point out the preferred alternatives’ best qualities,
then link it to the beneficial outcome for the team, or anyone else the
staller may feel is important. Always follow up to prevent the staller’
second thoughts from taking control and to reinforce the decision.
A final approach with stallers is to end conversations with
supportive statements as, “you have done the right thing or made the right
decision.” Give the stallers a time frame in which the action will be
carried out. Keep monitoring the situation until the decision has been
implemented. This effort may take some time but if used effectively can
convert the difficult staller from being part of the problem to becoming
part of the solution. Bulldozers
These know-it-alls radiate personal authority. Through, accurate
thinkers, they are usually competent and highly productive. However, they do
not encourage other team members’ suggestions or judgments. Rather, they
are condescending and often, to add insult to injury, they are usually
right! This humiliates the team members around them and they quickly become
angry and immobilized.
Once bulldozers make up their mind, they are usually hard to
dissuade, even if they are wrong. They see situations as win/lose or
right/wrong.
The bulldozers security rests in knowing the facts and understanding
how they fit together. They believe that they can control all pertinent
factors and that fate is irrelevant. To keep bulldozers from burying you under their command, do your
homework and come prepared. Do not use rough estimates. These team members
do not want to brainstorm and most often want exact answers. If team members
are unspecific or unprepared, they will dismiss you as incompetent.
Take the offensive with the bulldozers by giving them feasible
alternatives. Get them to consider the consequences and contingencies.
Suggested statements such as, “What if we did it your way and this
happened” or “What would happen under these circumstances?” might be
tried. Negaholics
These naysayers have over one hundred reasons why it can’t be done or
why it won’t work. They have a habit of tapping the potential for despair
in all of us. These team members usually have unresolved childhood issues
and problems that have not been dealt with. They can bring down the morale of the team and their negativity can
spread like a virus. While they like to be the center of attention, they
feel powerless. They believe there are numerous barriers that cannot be
overcome. So why does these team members get stuck in a negative rut? Often, it is
their perceptions, or how their brain reads certain stimuli and triggers a
negative reaction. They may take things said and done way too personally.
And then there are the personal beliefs that a negative person has, they are
usually very rigid. The less rigid one is in their beliefs, the easier it is
to change negative habits. Traveling negativity or unloading the baggage from home to work can also
become an issue. These team members then unload at team staff meetings and
bring self-imposed limitations on their own happiness, joy and fulfillment
for themselves and those around them. They convince themselves that they
can’t have what they want so they sabotage dreams, wishes and desires of
team members.
What a challenge to cope with these skeptical team members! But it is
possible. Demonstrate your own realistic optimism while you acknowledge your
own vulnerabilities. It’s possible to acknowledge what they are saying
without agreeing with them. It will take some time and energy, but another
option is to reeducate the negative expert. It will start with insisting
that he or she be very specific in every criticism. This gives you a basis
to strengthen plans that are weak and then devote more energy to the
difficult tasks. After the team member has achieved a positive resolution it
is much more difficult to maintain a negative stance. Strategies in dealing with these negative individuals also include
exploring alternative solutions and letting them articulate what the worst
consequence could be. Take negative statements as useful warnings but avoid
getting drawn in by using realistic optimism. Plan to avoid he negaholic and
be prepared to take the appropriate action by yourself, if needed.
ClamsThese team members can be maddenly difficult and react to any disagreeable situation by closing down. They respond with one word statements like, yep, nope, or nothing at all when you need their perspective, ideas, or opinions. They use silence as an offensive, as well as a defensive weapon.
For some unresponsive team members, being quiet is a way to avoid
revealing themselves or their fears. It may even be a way to remain safe.
For others, silence is calculated aggression. Clamming up becomes a way to
hurt other team members by denying them access to desired information and by
inferring they distrust how you use it.
The clams may display body language cues like frowning, folded arms,
staring or glaring. A specific strategy may be to maintain a friendly, open
facial expression. Focus your eyes on their mouth or chin which is less
threatening that direct eye-to-eye contact. Asking open-ended questions is
also a good approach.
For the clams be prepared to prolong your silence past the point of
your own discomfort. Then try an open-ended question like, “Could you tell
me where the problem is?” or “Could you tell me how you feel about
this?” Then return to you friendly silent state. If this does not work,
ask a question you know they can answer comfortably. Set a time limit to
reinforce your expectation that they will respond, such as, “I’ve
allowed 30 minutes for you to respond.” Be patient, the calms may not open
up until the last 10 minutes of the allotted time.
If the clam opens up, be an attentive, active listener. Nod your
head, paraphrase back what you think you heard. Be patient, the initial
conversation may not appear related to the topic you want to discuss as it
may take the clam a while to come around to your point of view. Balloons
Ranging in character from braggarts to tyrants, these know-it-alls are
indeed full of hot air. They have a habit of collecting bits and pieces of
information from all kinds of sources and they pontificate on subjects they
really know little about. They do not intend to deceive anyone and really
believe they speak with authority. Balloons are really very curious individuals who want to be “in the know.” Some may even consider them “nosey.” They have an overwhelming desire to be liked and have a high need for others’ admiration and respect. Balloons like to be seen as very important people. They are usually harmless persons once you understand that they are not all experts! No one has confronted them with reality, so they presume that they have spoken the truth. Strategies for balloons include stating the facts as an alternative
version when you are along with the balloon. This gives them an out. Be
prepared to intervene if you are truly the expert, especially in the
interest of patient care or safety.
Exploders
These team members usually begin the conversation is a friendly pleasant
enough manner, then suddenly break into a temper tantrum to get their way.
Because your guard may be down and you are not ready for an attack, this
tactic can be very effective. Exploder’s tantrums are attempts to regain
control of situations which make them feel in harm’s way.
Others may describe them as overemotional, super sensitive and
irritable. Unable to articulate just why they feel threatened, their initial
impulse is to become angry, to suspect or blame other team members.
To effectively deal with the exploders it is important to find out
what characteristics or behaviors, in yourself and others, make the exploder
feel endangered. If you can, avoid the identified behaviors in the presence
of that individual. Once they do explode however, they need time to vent
their fears and misgivings, even if they seem to go on forever.
If the exploder does not run down in a reasonable amount of time,
interrupt them quietly and call a halt. Calling for a time out,
intermission, or even walking away is a good idea. If they follow you, go to
a place where other team members cannot them, if possible. If they explode
on the phone, softly say, “Please call back when you have calmed down.”
They hang up. ProcrastinatorThe team procrastinator doesn’t complete assignments, comes to meeting
late and is not dependable in promoting team spirit. Some common responses
might be, “the task seems overwhelming, I don’t like the assignment,
there are many other things to do that I enjoy more and I'm not sure what
I'm supposed to do.” Chronic procrastination is
a vicious cycle of getting overwhelmed, feeling pressured, fearing failure,
trying harder, feeling angry, losing motivation, then procrastinating! The
cycle is a trap that leads to feelings of guilt, which spill over into all
aspects of life. Procrastination can be a very serious problem, especially
if hard-core procrastination habits have been developed. Procrastination can even negatively affect the way a team member feels
about work, leisure, and him or herself. Team members who procrastinate and
are most vulnerable are those who fear failure, are threatened by the
difficulty of a task, or dislike criticism. If procrastination makes
everyone feel so bad, then why do individuals do it? The simple answer is
that team members procrastinate because somewhere along the way they have
been rewarded for doing it. The reward for procrastination is that it reduces tension by postponing
negative activities. In other words, procrastination is an avoidance
mechanism that temporarily gets us out of doing something that we view as
painful or threatening. The more painful or threatening the work is viewed,
the more the art of procrastination is practiced. Sometimes there are further rewards for procrastination when delay
tactics are used for getting out of doing the job altogether. You know the
routine, if you wait long enough, someone else will do it! Each time there
is a reward, the habit becomes more deeply ingrained. So, what’s a team leader
to do? Initially, try and realized that procrastination is a habit which,
like other habits, operates just below our consciousness threshold. That
means that many team members that procrastinate are hardly aware that they
are doing it. Changing procrastination behaviors is like changing other
behaviors that become habits, it takes a lot of resolve and self discipline
to do it. Strategies in dealing with
the procrastinator include finding out why they procrastinate. Is it a lack
of motivation, are they a perfectionist or is it peer pressure? Then attack
each procrastination habit head on. Here are some simple things
that can be done to break the procrastination cycle for affected team
members. Encourage the team member to “quit awfulizing,” every task that
is unpleasant, awful, horrible, or unbearable. Of course, the description is
not always accurate. Instead of “awfulizing” everything, try and
convince the team member that the task is worthwhile, even if it’s
difficult. Try and point out other tasks, assignments or jobs that they have done
successfully and remind the individual that they will feel good once its
done. Challenging the excuses the team member presents is another approach.
If there are rewards for socializing instead of working, then the
procrastination effort may be considered a reward.
In future encounters try seeking commitment instead of demanding goals
and projects that may not get completed. Establishing milestones and
deadlines for team projects needs to be initiated with a level of member
accountability. Other team members can set a good example and praise the
procrastinator when they do accomplish a goal or meet a deadline.
Unmotivated or unchallenged
This team member is a master at doing minimal work on the team! They
watch the clock constantly and are not involved in team activities, projects
or goals. Assigning this individual to mentor new team members will
certainly give them a mission. It may be important for the team to let this member know they are
important to future plans and its projects. Also, consider letting them know
that the work they are contributing to the team now will have a direct
effect on the team in the future. “Poor Me’s”
This team member displays a lot of self-pity. They are definitely not
a team player and they love bad news and don’t think anything ever goes
right. They complain about everything and don’t feel the team is
“loyal” to them. Often, they feel entitled to special privileges from
the team and its members. In dealing with the “poor me’s” it is
important to realize that you can’t make everyone happy all the time.
They do need to understand and probably be told that they are a
valued team member. This can be accomplished by highlighting their accomplishments and
achievements on the team itself. Someone on the team may have to explain the
reasons behind team decisions and let them know how their griping and
complaining affects other team members. They eventually may have to learn to
accept disappointment and go on with life.
Backstabber
There is nothing worse than betrayal by a team member through back
stabbing efforts! These particular team members may feel threatened or
jealous. They turn the knife on that blade every chance they get. They try
and undermine the team members and its leader and are often heard gossiping
in the lunchroom and spreading venom throughout the team.
Confronting the backstabber is the most effective strategy! And doing
it promptly. Become less vulnerable by confronting your own feelings in
being realistic that the backstabbing action is taking place. Gearing up
your alliances and having them show support for you
will also give the backstabber less ammunition against you.
Try changing your patterns. Create an increased awareness that
backstabbers do actually exist, even in the best of team situations. Realize
that “nice” doesn’t always work and stop giving the backstabber
information by “telling too much.”
Other approaches include a “zero tolerance” response. Don’t
listen to their criticism of other and don’t act on what they tell you
about other team members. The bottom line is, don’t let them have their
way! Solo achiever
This team member insists on working alone when they shouldn’t and
creates problems for everyone else on the team. They isolate themselves on
projects and assignments, often refusing the help of a willing resource. A team leader can be effective with this member by integrating their
energy and efforts into the team a little better by pairing the solo
operator with someone who has complimentary skills. Then assign them work on
a project that neither can accomplish alone!
Difficult team members can be an opportunity and a challenge for any
team and its leader. Team leaders can be assisted in this dilemma by
offering periodic reminders to all team members of what behavior is
acceptable. |