I work in a small organization (12 staff), and we have one individual who is causing a lot of problems. She can be quite moody and even nasty at times. She can be disruptive at our staff meetings, depending on how she’s feeling. She makes sure that our executive director never sees this behaviour. As the senior staff member, the others are looking to me to do something about her, but I don’t really want to jump into this. What should I do, if anything?

When working in a small organization disruptive behaviour can be amplified 100 times. The decision to do something about a problem person is complex. How you proceed will need careful thought and consideration.

Addressing the issue can cause distance between you and the problem person or may affect other relationships within the organization, including opportunities to advance. There could be many reasons why a person would be disruptive. They may be having a personal issue, a professional issue, or this may simply be a personality clash.

However, choosing not to act can be a serious mistake if the behaviour continues to disrupt staff meetings and creates an atmosphere that is uncomfortable to work in. Plus, other staff may become resentful and unsatisfied. The bottom line is that job satisfaction and employee retention are directly linked to the quality of an employee’s relationships. By not addressing the issue you are leaving yourself open to a whole host of other problems.

Here are some of the considerations you face when such difficult circumstances occur.

Ask yourself

Has this person’s behaviour affected me personally?

What is it specifically about the behaviour that bothers me?

Can I continue to work with this behaviour? What could happen if I don’t do something?

What is happening as a result of these disruptions?

Could the other person’s comments be viewed as legitimate concerns?

Who else needs to be involved?

Think about what you are trying to accomplish by addressing the issue. By understanding our intentions we can come up with the best solution for all parties involved. Then, if you decide to act:

Speak to your supervisor

Let him or her know what the situation is and how you plan to resolve it. That way you are keeping communication open.

Talk to the person to identify the problem

Communication is the key to any healthy work environment. An honest conversation may be just what this situation needs. Talk to the person and find out what is really going on. Try to determine if the problem is a personality clash, professional, or personal.

Be specific

Speak about the behaviour and how it has affected you. Be careful to be sensitive to the other person’s feelings and address the behaviour as quickly as possible after the incident.

Example: “I know what you have to say is important, but when you interrupt me like that I feel that you don’t value my opinions.”

Think about how you would like to be treated in a similar situation. This person may be oblivious to the fact that they are alienating people.

Be prepared

If it is a personality clash, you may hear things that you didn’t want to hear about your own behaviour.

If the problem is personal, know who the person should be talking to. Is there an EAP program she can go to for help? What ideas does she have about solving the problems? What has she tried in the past, and what resources does she need?

If it is professional, what are your obligations? Again, ask her to identify what training and/or help she needs to more effectively manage her job responsibilities.

Document everything

Keep careful records about what the disruptive behaviour was, when it occurred, and how was it addressed. If others were involved, get their feedback. You never know when you will need to go back over that information.

Conflicts are a great opportunity to learn about ourselves and grow the relationships with those around us. Remember it is not your job to solve the problem, but talking about it can ease tensions and create a more positive and productive work environment.

Michael Mayne, M.B.A., CMA, is Managing Partner and a Certified Professional Career Counsellor at Catalyst Careers, a Career Transition, Counselling, and Outplacement firm. Michael has been involved in the not-for-profit sector for many years, and is currently President of ALS Canada. To contact Michael, visit: www.catalystcareers.com.

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Disclaimer: Advice and recommendations are based on limited information provided and should be used as a guideline only. Neither the author nor CharityVillage.com make any warranty, express or implied, or assume any legal liability for accuracy, completeness, or usefulness of any information provided in whole or in part within this article.