When the “Problem Employee” is Right: Turning Anger into a Force for Positive Change

Most big companies have a “problem” employee or two – those with general anger issues, or those whose problems and stresses outside of work cause them to lash out at their colleagues, superiors or subordinates.

Those employees must be dealt with in a way that’s both empathetic and firm. You can’t afford the morale, retention and productivity issues they cause, so it’s best to sit them down one-on-one to help quell their anger.

What if the employee is right to be angry, though? What if they’re upset by a substandard product, an inefficient procedure or an unfair policy? What if they’re also upset by the effects these things have on fellow workers, customers or even the company itself?

If this is the case in your company, congratulations. An employee who cares enough about what’s right to get upset when things aren’t right is a tremendous asset. However, that anger still must be managed so that it becomes a force for positive change.

• To do that, though, you just might have to manage your own angry impulses. After all, you might have been the one who implemented the policy, designed the procedure or introduced the product. Keep in mind that you aren’t the one being attacked – and if the employee has a valid point, acknowledging that point, or at least being open to criticism, can be a great trust-builder.
• So, as with any employee whose anger has become an issue, the first step is to listen actively and empathetically. Don’t interrupt, don’t quote company policy, and don’t ascribe negative motivation. If you need clarification, ask for it after the employee has said their piece.
• You’ll also want to avoid pulling rank, or making any dismissive comments that the issue is “above your pay grade.” An environment where people are afraid to raise legitimate concerns is not conducive to retaining anything but drones who do what they’re told, even if the results aren’t good.

One last “Don’t”: Don’t ask the employee, “Well, what do you want me to do about it?” It’s dismissive and conveys the message that nothing will be done, and it reinforces a top-down style where lower-echelon employees have no input in making needed improvements.

Take a Collaborative, Systematic Approach

Instead of being defensive, thank the employee for raising the issue. Acknowledge their thoughts and feelings. Then, say something like, “There’s a lot to consider here. Let’s set a time to get together and talk about what we’re able to do.” That’s inclusive, collaborative language, and it also stresses that you want to take a systematic approach to dealing with the issue, rather than reacting – and possibly overreacting – in the moment.

Involve the employee in reaching a solution, and you’ll have gone a long way toward building both loyalty and morale, in addition to improving whatever was bothering the employee in the first place. Involving the employee also gives them a chance to learn more about why things are the way they are.

Perhaps the solution isn’t as simple as the employee thinks it should be. Maybe there’s no way to achieve all the improvements they want to see, or at least not right away. Telling them that only reinforces the “above your pay grade” mentality. Letting them discover that through collaboration and involvement will increase both their business acumen, and their respect for you for allowing them to learn rather than simply dictating.

For more on empowering and involving your employees, check out Delegating Authority and Empowering Employees

Finally, once the improvement is made and rolled out, give credit to the employee and stress that they cared enough to be upset about the previous situation. The more people know that “productive anger” is encouraged – so long as it’s channeled into positive action – the more you create a workplace where people feel safe and connected.

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