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Chapter 1. Don't Just Sit and Suffer > You Can Do Something—You Must Do Somethi... - Pg. 12

Don't Just Sit and Suffer 12 Nobody Wants to Be the Bad Guy The third reason people tend to wait too long to intervene with difficult people has to do with not wanting to come across as the heavy. This is particularly true of managers who are sensitive to the need to use power sparingly in today's workplace. Get over it! You get paid to manage, so manage. Whether it's someone not doing a good job, someone interfering with the work of others, or someone polluting the work environment, you as a manager have a responsibility above and beyond those who are not managers. You are, in effect, charged with ensuring the welfare of those in your care. Insider Secrets Employees look to managers and expect them to take action to correct difficult situations. For example, if you allow one employee to make life difficult for another, there's a fair chance that the victim will come to blame you, even though you aren't directly involved. And in a sense the victim would be right to place at least some blame on your shoulders. Not only do employees expect managers to "protect" them from difficult or abusive people, but in some cases, managers may have a legal obligation to provide that protection and provide a safe environment in which to work. Beyond that, though, if you don't take action regarding difficult situations, em- ployees will lose respect for you and your position. And that, in turn makes THEM more difficult to manage.