MANAGING A STUBBORN, DEFENSIVE, OR DEFIANT EMPLOYEE: PART 2
On the other hand, know where to draw the line. At another client, a senior leader who was an external hire felt that his track record spoke for itself, and that he didn’t need to adjust to his new company’s cultural norms. When he behaved in ways that were counter to norms around work/life balance and demonstrating respect for individual differences, he was chastised and counseled multiple times by a colleague from HR, but he assumed that his financial performance would protect him. In fact, he made it quite clear to colleagues that he didn’t have to “listen” to the feedback he was receiving. Despite the success of his work product, when too many employees complained that they felt denigrated and that he was damaging the organizational culture, the executive leadership got involved and he was let go.
Sometimes, the behavior of an oppositional employee is so damaging to their team or colleagues that the company cannot sustain it and must encourage them to move on. But in many
cases, after understanding their concerns and motivations, organizations can
provide effective support to oppositional employees through job redesign and
relationship building. Then employees who were once seen as problems can bring
their greatest strengths to bear on behalf of the organization, rather than
against it.
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