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Chapter 11. Indentifying the Venomous Di... > Tying Up the Venomous Person in a Ni... - Pg. 119

Indentifying the Venomous Difficult Employee 1. 119 2. 3. 4. In some situations, it's best to deal with venomous people indirectly, or to avoid direct con- frontation. Leave face-saving outs for people. If you need to come down harder, later, then you can still do so. Consider also that you will have difficulty dealing with the truly venomous without support within your organization; from your boss, from the hierarchy and perhaps from human resour- ces. You need backup to succeed. That backup and support should be in place before you take action directly. Keep your personal feelings in check. We all feel affronted by destructive people and want them put in their places. That's not your goal. It's not about getting even. It's not about pun- ishment. It's about dealing with a work problem that interferes with getting the job done. You must, absolutely must, not make it a personal issue. If you do, you become difficult or even venomous yourself. Performance management gives you a formal basis to deal with venomous behavior that af- fects job performance (for example, situations of insubordination). The entire process must be used, from the initial discussions of expectations through the observation and documen- tation process to the actual performance review or appraisal. Above all, you need to demonstrate you have attempted to deal with venomous behavior and the employee has been made aware of your concerns. The Least You Need to Know · Managers and companies have a legal obligation to maintain a safe and healthy work environment. · Venomous people intentionally try to harm. · Backroom politicking is best handled by eliminating the sympathetic ears. · Outright sabotage is best dealt with within a performance-management process. Often it can be treated