How to Manage Negativity

A constant naysayer on your team can be frustrating and draining for everyone. Leila gives three tips "checking your own behavior, being specific with examples, and discussing the impact on other people" to get this pessimistic person to commit to changing their own behavior.

How to Manage Negativity Have you ever managed your really negative person? The naysayer, the employee who shoots down every idea, the one who pushes back on everything asked of her. This kind of behavior is more than annoying. It’s obstructive and draining. So come on managers let’s learn how to manage employee negativity. Some people possess an innate pessimism. Their tendency is to question and criticize rather than adopt a “can-do” attitude. If this sounds familiar here’s how to create a shift in behavior. Number one look in the mirror, you first need to evaluate your own conduct. If you decide that a team member is too negative at work always saying no through her words and mannerisms, take a look at the environment she’s operating in. Are you exhibiting some of the same uncooperative behaviors? Do you only provide constructive criticism rather than balancing it with grace? If you’re not guilty of being a pro-role model have you been enabling her behavior simply because you are ignoring it? Number two, gather data and be specific with the employee. You’ll need several examples over a period of time to provide to the employee. Your illustrations need to speak to a pattern. To convince someone that change is necessary, you must build the case and speak to why her actions and body language aren’t appropriate. You may also wish to solicit feedback from peers and customers. Number three, talk about the impact. When meeting with this employee focus on the impact or behavior has on other people in the business. Describe what happens when she sighs heavily during meetings. How do others react when she says, “No, that’s not possible. It’s just not going to happen to every request?” When giving feedback say something like last thing. I’ve observed that during brain storming meetings you roll your eyes and shake your head when someone brings up a new idea. Most people when they see that stop talking. It cuts them off. The purpose of brainstorming is just the opposite. After coaching an employee, giving examples and allowing for discussion it’s time to ask for a commitment. It’s kiddo expressed to the employee that you need buying. The business, the team, and customers need it. You’re not asking her to change who she is instead you’re asking her to adapt how she interacts with the others in the workplace in order to help everyone succeed.