Team Georgia Connection

Leadership Tips

Ain’t Misbehaving

Every leader’s dream is to have a team of top performers.  But, some top performers come with bad conduct baggage and will argue that they “ain’t misbehaving. “  The chasm between top performance and misbehaving causes, at the least, heartburn.

In many workplaces across America, there are recognizable groups of top performers who are often known for their extreme behavior as well as their excellent business results.   
Their uncivil and out of control behaviors can be catastrophic to the organization.

Why is bad behavior tolerated?

Many leaders are at a loss as to how to rein in this type of employee.  In fact, some leaders simply decide to avoid or deny that the bad behavior exists, or chalks it up to “that’s just the way he is.”  However, it is critical to risk-management issues to determine why this conduct occurs and how it can be prevented or stopped.  Credible organization structures, effective communication, and a commitment to take action - no matter who the person is - are needed.

Unfortunately, improper contact for these employees has been going on for a long time. It is often habitual. Some believe that their bad behavior is a perk to the job. The offenders believe that rules don’t apply to them. They think that by virtue of their value to the organization’s business, they are immune to the rules. Surprisingly, almost all of the other organization’s employees believe the same thing about the offenders. Even those who could rein in these employees, don’t because they are trying not to “rock the boat.” The lower-level employees think their opinions are worthless because of the high performer’s power and prestige. Bad behavior is simply tolerated.

Changing bad behavior

Changing bad conduct is not easy. It requires the right messenger and the right message. It is interesting that top performers have complex jobs, but what they need to learn to get along with others is simple.  

Message.  The right message to these employees is simple and direct: “Don’t make sexual comments.” “Don’t throw things.” “Don’t scream at employees.”  “Don’t bully others.”  “Don’t intentional misrepresent what others say.” These direct instructions tell them that their conduct is unacceptable, it is jeopardizing the organization, and it must change. If it doesn’t, they will be fired. It makes them face the simple fact that their career is on the line. It is their choice.

Messenger. Typically, the offender has a huge ego and consequently will only listen to someone with the same clout and professional standing. However, many times the messenger is a respected peer, a superior, or someone who the individual views as credible. 

Almost invariably, big shots who misbehave have egos that may be even bigger than their intellects. Some will listen only to those with equal clout and professional standing. Frequently, that messenger is a respected peer, a superior, an individual who is viewed as credible in a different profession, or another key figure such as a corporate board member.

Since they think that rules are for others, they assume that nothing can happen to them. Ultimately, the way to change misbehavior is for everyone to know that the conduct won’t be tolerated no matter who is involved. Actions can range from blunt discussions to corrective discipline, therapeutic interventions and resignation or firing.

Source: Workforce Management, Teaching Big Shots to Behave, by Stephen M. Paskoff