Corrosive Coworkers: The Behaviors that Derail Efforts, Hinder Teams, and Drive Good Workers Away

The battle for good workers rages on and companies and organizations are in overdrive to find and hire good workers.  That’s an external problem.

An internal problem that is far worse is the corrosive coworker.  These workers eat away at teamwork and have the ability to derail or sabotage your organization’s initiatives, efforts, and results. They can also drive your good workers away.  In this environment where workers are scarce, you surely don’t want to lose the good ones you already have.

There are two main types of corrosive coworkers:  naysayers and derailers.  They operate differently, so let’s define the behaviors of each and ways to thwart their impact on your business.

Naysayers approach work initiatives and goals by either trashing efforts before they’ve even begun or by finding fault in everything along the way.  And of course, there are naysayers who do both.

They are toxic workers because:

• They do nothing to help solve problems 
• They shoot down suggestions, but offer nothing constructive
• They belittle the initiative, casting doubt on the organization’s direction
• Their ongoing pessimism hurts morale
• They put down the people doing the real work

Naysayers must be dealt with head on.  Leading by example won’t work with a naysayer; they have to be confronted about their behavior and its effect on the team.  Here are four steps that diminish or eliminate the naysayer’s impact:

1. First, create a time and place for input and ideas from everyone on the team, or all those involved in a project.

   This is important, because naysayers often do damage after a meeting or behind your back

2. Second, call the naysayer out on their duplicity.  This puts them on notice in front of all their coworkers, which emboldens the coworkers to call out the naysayer if it keeps happening.

   “Ed, in our meetings, you haven’t shared your concerns about this, but I’ve heard that you feel we’re making a big mistake.  The purpose of these meetings is to collectively discuss our progress.  If you have something to say, this is the place to do it.  It’s inappropriate to do otherwise.”

   (Side note:  the word “inappropriate” is highly effective.  No one wants to be inappropriate., especially at work.  It’s a powerful word that even children understand)

3. Third, use optimism – naysayers are pessimistic and find flaws in everything
   “Ed, let’s talk about what’s working so far before we get into the problem areas.”
   “Ed, what would you like to see changed for the better?”
   “Let’s take the position that we’re going to be successful with this.  What do you suggest we do next to ensure we’re on track for success?”
4. Fourth, confront the naysayer about the destructive comments they make:
   “Ed, in our meeting last week to finalize the XYZ project, you expressed no concerns and in fact, nodded agreement with our approach.  I’ve learned that you feel the approach is flawed and you have questions about things we’ve already reached agreement on. I was surprised to learn this so late in the process. You’re withholding your opinions when we can discuss them together and solve problems, then later saying that you’ve had concerns all along.  That’s unacceptable.  It wastes everyone’s time and doesn’t move us forward.  You need to be a productive member of the team, contributing appropriately.”

Derailers are different from naysayers.  Derailers are more dangerous, because they take action that sabotages the progress and/or success of work projects and goals.  Here are their seven insidious behaviors and actions. Note that derailers can exhibit any or all of them:

• Selfish:  They are not a team player
• Disengaged:  They do just enough to get by, coasting on the work of others
• Untrustworthy:  They fail to keep their word or commitments.  They will share information that was told to them in confidence.  Other team members do not trust them.
• Emotionally reactive and unpredictable:  They’re impatient, a hothead and prone to exploding at others
• Unfair:  They play favorites, blame others for their own mistakes, or create unequal, unfair workloads
• Close-minded:  They’re unwilling to try new ideas, listen to feedback or explore others’ views
• Info-hoarding:  They withhold information or updates, thereby ensuring that team members or projects fail

These behaviors and actions can drive good workers away.  They may love your company, but they will despise working with a derailer.   Here’s how to keep derailers from getting the upper hand in your workplace:

• Identify them and work to change them
• Be direct, outlining their behavior and why it’s unacceptable
• Make it clear that change is necessary.  You’ll guide them and provide feedback, but it’s up to them to get on board.

If none of those work and you see no improvement, then follow the words of one of my clients, Toyota, and the way they deal with naysayers and derailers:            

“You can change the people.  Or you can change the people.”

Written by Kelly McDonald.
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