MONDAY MANNA
A service to the business community
March 13, 2006





DEALING WITH DISRUPTIVE, DIVISIVE EMPLOYEES
By: Rick Boxx

Some of the most difficult problems facing managers are people issues. A common complaint is the troublemaker. Many workplaces have them, people who go around and stir up dissension wherever they can. They make fun of others, start rumors, or display mean, insensitive behavior toward coworkers.

A company CEO I know had that kind of problem. A long-time employee of his had been an adequate performer in the organization for many years. As the business grew, and more interaction between him and others became necessary, however, this employee’s shortcomings became obvious. He would deride other employees, stir up dissension, and even make inappropriate remarks to – and about – the business owner. The CEO’s question to me was, “What do I do with this problem employee, now that he has been here for so many years?”

Proverbs 22:10 has the answer: “Drive out the mocker, and out goes strife; quarrels and insults are ended.” When someone has been with the company for a long time, and these problems have not been addressed in the past, there must be a fair and proper way to approach the problem. But the end result should be one of two alternatives: Either the person changes, or the person must leave.

The steps I suggested that the CEO take to resolve this problem were:
Make sure the employee is made aware of the problem, explaining the situation thoroughly and offering specific examples of concern.
Clearly communicate to the employee future expectations and a reasonable time frame for necessary changes.
If positive changes are achieved, encourage the employee and monitor future behavior to prevent reverting to previous attitudes and actions.
If required changes do not occur, dismiss the employee.
Many kind-hearted managers would consider this action to be harsh and extreme. However, if you truly believe in developing people to be the best they can be, sometimes it is necessary to enforce discipline when necessary changes do not come about. If “mockers” (as the Bible describes them) are allowed to continue their inappropriate behavior uncorrected, they have no cause or motivation for changing. And their negative impact on the organization will continue.
As it says in Proverbs 9:12, “If you are wise, your wisdom will reward you; if you are a mocker, you alone will suffer.” Your insistence on changed behavior – or else – can be a catalyst that results in the divisive individual’s foolishness beginning a slow transformation into wisdom.
So if you have any troublemakers in your midst, consider King Solomon’s advice and drive them out – either through reformed behavior or their physical removal from your company. Such discipline may seem harsh, but over the long term it may well result in their becoming a productive and positive employee for the next employer.
Copyright 2006, Integrity Resource Center, Inc. Adapted with permission from "Integrity Moments with Rick Boxx," a commentary on issues of integrity in the workplace from a Christian perspective. For more information about receiving Integrity Moments in their e-mail box, write to: http://us.f542.mail.yahoo.com/ym/Compose?To=rboxx@integritymoments.com and type "subscribe" in the subject line or visit his website, http://www.integrityresource.org/.
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Reflection/Discussion Questions
Can you think of anyone in your workplace that fits the description of a “mocker,” someone who stirs up dissension or trouble among his or her coworkers? If so, describe or give examples of their unacceptable behavior.
What can be the long-term impact of failing to correct and discipline such an individual? What might be the effects on company morale and productivity?
3. Do you think the admonition to “drive out the mocker” is harsh and uncaring? Why or why not?
Would you change – or add to – the suggestions given for resolving a problem with a disruptive employee? Explain your answer.
NOTE: If you have a Bible and would like to read more about this subject, consider the following passages:
Proverbs 9:7-9, 14:9, 29:8; Philippians 2:3,4

週一嗎哪
服事全球工商界
2006.3.6
處理干擾、分化公司的員工
經理們所面臨最困難的問題之一就是人的問題。最普遍的抱怨就是有麻煩製造者。許多職場都有這種人，他們到處挑起紛爭、嘲弄別人、傳播謠言，或對同事不體貼、態度惡劣。
我認識一個公司的總裁就有這困擾。他的一位資深員工多年在工作上一直表現得不錯。當公司業務成長，那位員工就必需更多與其他同事互動。然而那位員工的缺點就變得愈來愈明顯。他會嘲弄其他同事，挑起爭端，甚至不適當地批評老闆。那位總裁問我：「我應如何處理這員工的問題，他已在我們公司那麼多年？」
箴言22章10節有答案：「趕出褻慢人，爭端就消除，分爭和羞辱也必止息。」當某員工在公司作了很長一段時間，過去這些問題都沒處理，必須要有一個公平且適當的方式解決這問題。但最後的結果應是以下二者之一：這人改變，或離開。
我建議那總裁解決這問題的步驟如下：
讓那員工了解這問題，將情況全面解釋清楚，並提出他的行為造成公司困擾的確實例子。
清楚地告訴那員工，公司對他將來的期待，並定出一段合理的時間讓他改變。
若那員工改過了，就鼓勵他，並繼續觀察他未來的行為，以免他恢復以前的態度和行為。
若那員工沒改過，就解聘。
許多仁慈的經理覺得這樣作太嚴厲、太激烈。然而若你真的相信可以訓練人們達到最佳表現，當沒有改變時，有時就需要嚴格執行訓練。若「褻慢人」（如聖經所描述）繼續他們不適當的行為，而不被糾正，他們就沒有動力去改變。而且他們對公司的負面影響將繼續下去。
如箴言9章12節所說：「你若有智慧，是與自己有益。你若褻慢，就必獨自擔當。」你若堅持那員工改變行為－－否則就解僱－－這會是個催化劑，使那引起公司不和的員工之愚昧開始慢慢變為智慧。
所以若你們中間有麻煩製造者，可考慮所羅門王的建議，將他趕出去－－藉著改變他的行為或解僱他。這樣的紀律似乎太嚴厲，但長期來看，會使那人對下一位僱主而言，成為有生產力且合群的員工。
思想 / 討論問題
在你的工作場所中，是否有人就是文中所述的「褻慢人」，在同事間引起紛爭和麻煩？ 若有，請舉例說明他們那不被接受的行為。
若沒有糾正和訓練那人，長期下來會有何影響？ 對公司的士氣和生產力會有何影響？
你是否認為「趕出褻慢人」的作法太嚴厲、太絕情？ 為什麼？
對本文所建議，解決干擾公司員工的步驟，你有無其他建議，或可增加的作法？ 請解釋。
註：若你有聖經且想要看有關此主題的其他經文，請看：
箴言9章7-9節，14章9節，29章8節；腓立比書2章3-4節
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