The Dos and Don’t of Managing Office Characters

Guest post by Judy Nelson

Let’s
face it, every office has, at least, one character. If they’re harmless and
carry their load, most coworkers tolerate characters or even protect them. If
they’re abrasive and add to the burden of others, coworkers don’t—and you might
have a tricky situation on your hands. There are important Dos and Don’ts as
the manager of a character that can have significant consequences for your
organization.

Who
are these characters? The behavior that designates character status varies.
Maybe they are a loner or a hermit, walking through the hallways looking down,
making limited or no eye contact with coworkers. Some characters are loud
talkers; some characters have a twitch; some blurt things out at strange and
often inappropriate times. Or maybe their behavior is best summarized by an
often uttered phrase like, “That’s just George.”

(And
if you are thinking your workplace doesn’t have any of these characters…well, I
have some bad news for you about your role at the office!)

If
you are the manager of a character whose failing performance and odd behavior
is creating a “situation” what do you do? Proceed with caution. Here are some
important Dos and Don’t to consider:

Dos

ü  Model
100% professionalism.

As a manager, your job is to keep the peace and protect the rights of your team.
This means that you should limit your intervention to what applies to the
professional atmosphere of the office.

ü  Separate
personal from professional.

Your actions should address only what affects individual performance and
productivity.

ü  Get
answers to important questions before proceeding.
Keep the focus on the behavior and its
effect on the individual’s work. Consider the following:

·        
Does
the behavior prevent the person from doing his or her job?

·        
Does
the behavior inhibit the person from effective participation on the team?

·        
Is
the behavior something the individual can correct?

ü  Have
a plan for improvement that focuses on behavior and performance only.
Again, zero in on the job-related,
detrimental impacts of the character’s behavior. Specify the needed corrections,
a timeline for requested improvement, and offer assistance to help them meet
their goals. Also, clearly communicate the consequences if the behavior doesn’t
improve.

ü  Document,
Document, Document.
A
written account of any incident or intervention will never be a bad thing to
have on file.

Don’ts

ü  Don’t
try to make everyone be friends.

Interpersonal relationships are not your area. Ostensibly everyone involved
should be a grown up!

ü  Don’t
participate in the marginalization of the individual.
Ostensibly, you should also be a grown
up!

ü  Don’t
try to diagnose the individual.

It is NOT your role to determine the mental health or illness of a colleague,
and it could subject you to charges of slander. It IS your role to focus on
performance and to help the individual do his or her job. You are not a
therapist or a medical professional, so don’t diagnose. And even if you are
professionally trained in these areas, you are not the character’s therapist or
medical professional, so you still shouldn’t diagnose.

ü  Don’t
try to go it alone if you aren’t sure what the law is.
Certain behavioral situations such as
those where a medical condition might be involved require professional
consultation before taking action. If the person is, in fact, suffering mental
or emotional challenges, you need advice about proper accommodation
requirements. If you have a Human Resources department, lean on their expertise.
Otherwise, I recommend an outside party well-versed in the particulars.

Managing a
character has its problems to be sure, but there are also possible rewards.
Throughout history, the greatest innovators and problem-solving artists of
their time were people considered odd or eccentric. Your office character could
well be the salvation of your organization one day.

My mother
always said, “It takes all kinds of people to make a world.” That’s also true
of organizations. It takes all kinds of people to make your team. Our job as
the manager is to treat all members of our team with respect, professionalism
and decency.

What would you add to the lists of Dos
and Don’ts? We’d all love to hear your insight in the comments below.

@CoachJudyNelson has golfed with presidents, been heckled by
famous comedians, and researched insurance policies for riding elephants on
behalf of Zsa Zsa Gábor. As a former CEO, Judy has been a
Certified
Professional Coach
since
2006 and assists leaders and career seekers to develop and reach stretch goals.
Her new book, Intentional Leadership
(Motivational Press, 2016) debuts later this year.