We often talk about how difficult it can be when you have a toxic boss. Here at Fast companyshared lots of advice on how to micromanage, or what to do when your boss isn’t there or doesn’t care to give you valuable feedback. But managers, too, can face their share of challenges navigating tricky relationships with the people they manage. So what do you do if you have to deal with poison an employee?
Check your thinking
First, it’s important to identify which behaviors are toxic, business expert Vincent Sanderson writes Fast company. “Once we start using that label, we risk seeing everything they do through that lens,” he said. “For example, if they challenge someone, stand up for themselves, or take matters into their own hands because they think there’s something important, we might think they’re difficult or toxic.” (There are also signs to look for when hiring, to make sure you’re not bringing someone into your team with potentially dangerous traits.)
In some cases, an employee who seems difficult may actually be dealing with personal issues that affect how they appear at work. Or they may lack support from you or your team and feel like their voice is not being heard. If the problem seems to be deeper, however, it is better to start with a personal conversation discussing their behavior.
Listen effectively
The goal is to share what you’ve noticed about the employee and discuss how to move forward in a constructive, collaborative way. “Remember, when you enter this conversation, you are there to listen,” Sanderson wrote. She recommends saying something like, “I can see that this is something you disagree with,” or “I get the sense that this is frustrating to talk about,” if the employee gets defensive or frustrated during the conversation.
Consider a group
All that said, it’s still important to set clear boundaries for their behavior going forward—especially if they show no signs of changing after the initial conversation. After all, toxic employees can put a strain on an entire team or even an organization, leading to high levels of burnout among colleagues. “At the end of the day, you have to protect the whole team,” Sanderson wrote. “You cannot allow someone to continue to behave in a way that disturbs others.”
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