The Dangerous Employee

Learn how to recognize a potentially violent staff member and take appropriate action well before tragedy strikes. Better still, learn how to avoid the kind of organizational climate in which such problematic behavior patterns develop and thrive.

It would never happen here - or so we think. No one thinks - until the day it happens.

A while back, I consulted with an organization on a case in which workplace violence was narrowly averted.

He had a solid work history of fifteen years with the company. He had complained some about how the shift before him left most of the work for him to do, not an uncommon protest. He showed up for work, on time, and was known for doing well.

Sure, he seemed to be easily irritated, but he'd been working twelve-hour days, six or seven days a week, for quite a while. He was not alone in being exhausted. Everyone knew he drank, but it didn't seem to present a problem on the job. Who could have predicted that he'd go home after the night shift, get two guns, and come back to take care of the day shift people he believed had disrespected him?

Thank God, he had stopped and told a friend "good-bye" before heading to the plant. The friend, alarmed by his ominous mood and strange communication, went to the plant and found him in the parking lot, headed inside with guns in hand. Plant personnel had already called the police, and tragedy was sabotaged.

How could this happen?

One important component of our Magnetic Leadership® program is to prepare executives and managers to recognize and prevent dangerous employees from wreaking havoc on the organization.

Even when the deadly chain of anger and seething bitterness does not explode into physical violence, the damage inflicted by hostile employees (and managers!) is very costly. People who brood over real or imagined wrongs and see themselves as perpetual victims inflict deadly blows to morale, teamwork, and performance.

Violence: are there warning signs?

The more warning signs you see in a person, the more often you see them, and the more intensely you see them displayed, the greater the danger.

According to the research on workplace violence, there are several indicators that you should not ignore, especially if they occur in a pattern. Here are a few of the signs to look for:

• acting on impulse and emotion;
• overreacting to situations;
• having outbursts of rage;
• showing a "me-first" focus that ignores others' needs;
• having a "victim" attitude that always sees others to blame;
• holding perfectionistic expectations and a demand for perfect order;
• talking about or acting out "getting even;"
• escaping from reality through isolation, addictive substances or activities, lies and deceit;
• showing sudden behavior changes, doing things out of character; mood swings;
• exhibiting argumentative behavior;
• making implied threats;
• obsessing with plans to "fix all of this;"
• being chronically suspicious;
• being a loner;
• being prejudiced against certain groups;
• making threats of future injury to others;
• talking about weapons he/she possesses;
• menacing with a fist or brandishing a weapon;
• committing low-level assaults, such as pushing;
• being overtly physically violent.

Dealing with dangerous employees

Dangerous people - it's the rare organization that does not have some. They come in all shapes, colors, sizes, and genders. When you have that uneasy feeling about a particular person - which, of course, must be based on observable behavior - what do you do?

1. Don't ignore a pattern of risky behavior!

Many managers have looked back after tragedy and seen the signs. Before, they had passed it off with, "That's just the way he is," or, "He's going through some personal problems right now," or "He's all talk. He would never really do anything."

1. Address problematic behaviors with the individual

Some of the managers in our leadership development classes say, "He does his job. He just has a bad attitude and doesn't get along with others."

My friend, that's an oxymoron. Getting along with others and working cooperatively as a team member IS a critical part of the job.

Turn the "bad attitude" into observable behaviors. What is the person actually doing or saying that makes you say he/she has a bad attitude or doesn't get along with others?

Then, address that behavior as you would any other job performance issue. Meet with the person to talk about what's happening, being willing to listen as well as talk.

One of the things an angry person really wants is to "be heard." Address any legitimate complaints, and coach the individual on more effective ways to get needs met within the workplace. Try to engage the individual in making a clear action plan, providing support and encouragement along the way.

3. Refer the employee to the Employee Assistance Program (EAP) or another qualified referral source.

If your company has an EAP, tactfully make that referral. This is tricky when dealing with a hostile individual.

You might say something like, "We've talked about some ways we can make things better, and we're going to be working on those together. However, as we've discussed, it's essential that you get better at dealing with the stress here. Many people find work or personal life stressful, and that's why our company has invested in its people by providing a free resource to help you deal with the stress....(followed by specific information about the referral program)."

Prevention is easier than intervention

As with most issues, preventing problems is much less costly than dealing with them when they are in full bloom.

First, check the workplace practices that make people feel frustrated, disrespected, powerless, and exhausted. The toxic workplace is a breeding ground for toxic attitudes, especially for those individuals who are at greater risk because of personal histories of trauma, low self-worth, unresolved anger, or addiction problems. Your organizational leaders are key to the creation of the kind of workplace that generates positive energy.

1. Are your managers well-prepared and personally motivated to create a work environment in which employees are valued and encouraged and in which positive teamwork is the norm?

2. Do the leaders in your organization have the daily habit of actively treating every person at every level with respect?

3. Do your managers know how to place the right people in the right jobs, thereby building the interest and engagement that are antidotes to poor morale?

4. Do your leaders focus on the meaning of the work, creating a sense of fulfillment and purpose for the members of the team?

5. Have they been trained to recognize and constructively confront negative attitudes and interpersonal behaviors that indicate deeper, more dangerous problems?

(We'd love to help you create a Magnetic Leadership® team or educate your employees on dealing with stress constructively. Contact Dr. Bev at 877-CAN LEAD (226-5323) or 601-264-0890 to explore bringing these important programs to your organization.)

No easy answers

People don't come with an "I am dangerous" stamp on their foreheads. But dangerous people do communicate. Some times they communicate with a brooding silence. Some times they send the message more loudly through words or destructive behaviors.

In any case, it's critical to listen - and to take action. Your goals depend on it. Your teamwork depends on it.

And, in some horrendous instances, lives depend on it.

Dr. Bev Smallwood is a psychologist, professional speaker, and executive and personal coach who specializes in creating Magnetic Workplaces and in bringing out the best in people. She's author of the upcoming book: This Can't Be Happening to Me!. Sign up for her free email newsletter at her website: http://www.MagneticWorkplaces.com. Contact Dr. Bev by email at: Bev@MagneticWorkplaces.com or by phone, 877-CAN-LEAD (226-5323) or 601-264-0890.

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