Back to work after the summer break... does your heart sink at the prospect? For many people, the hardest part can be having to confront those difficult office colleagues once again. This is not a trivial problem. Employers must remember that they have a responsibility to look at all potential causes of stress in the workplace; most employees would say that other people are the major source of stress in their working lives.
Do you recognize any of these classic "difficult" types?
- Jim is a hard worker himself, and as a co-director makes it clear to everyone that he won't tolerate slacking. For Jim, slacking means taking a lunch break... going home at the normal time... or leaving early to go to the annual school concert. He's a bad listener, too - if you try to tell him about problems, he thinks you're making excuses. He frequently loses his temper, shouts and thumps the table.
- Sally is a very sensitive girl in your department. She's easily upset, so you have to be very careful what you say. Quiet and mouselike, she nevertheless seems to get her own way a lot of the time. If you want to get something done in a hurry, don't ask Sally - she gets very flustered under pressure.
- Adam is a very efficient supervisor, always punctual and organized. He does things in a particular order and hates to have his routine disrupted. His manner to his colleagues and subordinates is cold and critical, and he's sarcastic when pointing out other people's mistakes. Behind his back, his staff call him "Adam the android."
People like this aren't just unpleasant to have around; they can damage efficiency, harm communications, and seriously demotivate their fellow-workers, perhaps to the point where colleagues begin to look elsewhere. You can't wave a magic wand and transfor m these three into charming, well-adjusted people. But there are things you can do which will make a real difference:
- Change your own behaviour. It's tempting to avoid confronting bullies and supercilious people, but isn't that what they want? So refuse to be the victim.
- Keep your temper. A calm statement of why you find their attitude unhelpful is the best reaction to raised voices and red faces.
- Try to understand what makes people difficult. Have they got problems of their own? What rewards does their behaviour bring them?
- Get internal help. Concerted action by you and other managers will ultimately convince Sally, Jim and Adam that they can work with you on a basis of mutual respect.
- Get external help. Difficult people aren't working to their full potential; a sympathetic coach can help them develop the vital skills of getting on with others.