Volume 1 Issue 2

Q & A

Q: A few weeks ago, I started a new job as accounting manager. When my predecessor left, it was rumoured that one of the senior employees in the department was going to get a shot at the job. I understand that as a rule, the company likes to promotes from within, but for whatever reason, decided to recruit from outside. The problem I have is dealing with this employee. His attitude toward his work and me is really negative and it's starting to affect the department. I'm not sure how to deal with this. I hope you can help me.

A: Before you speak with this individual, I suggest you focus your attention on identifying the reasons behind his negativity. Take a step back and look for the potential root causes. First, review his past performance appraisals. The objective here is to find out whether his attitude has been documented. If so, your presence in the department may have little to do with the conflict. If there is no indication of a pattern, it is safe for you to presume that your presence may have a lot to do with what you are experiencing. If this is the case, it is important to put yourself in his shoes and try to understand where he is coming from. How would you feel in his place? Probably disappointed, even resentful. Your willingness to identify and understand the reasons why this person is feeling the way he does will be of great help to you when speaking with him.

The first issue you'll need to contend with is his behaviour. It is important to understand that whether his negativity began when you started or is identified as a pattern, your objective is the same; you want him to behave professionally and perform to expectation. Let us assume that your presence is the cause. His attitude towards you and his work is probably a projection of his feelings about the company. It's not you he's angry with, it's the company; you just happen to be in the line of fire. It is essential that you communicate that to him. This will help him understand that you had nothing to do with the company's decision. You may also suggest that he speak to the individual(s) involved in the selection process so he can understand the basis for the decision.

The second issue is his performance. Again, focus on helping him understand that not performing to expectations is affecting the operation of the department by giving him concrete examples. Speak with him about the specific issues you feel need to be changed.

This is not an easy situation to resolve. Remain calm, listen and focus on reaching your objective. Your ability to demonstrate empathy when speaking with him is essential to resolve this conflict.