A MIDWESTERN GM ASKS …
I have a long-time staff member who tends to cast a negative vibe. When I made a recent hire, he glommed onto the new guy and fed him his “perspective” on everything involved in his new job, and I believe it gave the new person a bad start that has been difficult to shake. Going forward, how can I keep entrenched, toxic employees from infecting new hires with a bad attitude and habits, short of firing the former?
THE STAFFING DOCTOR ANSWERS …
Ah, yes, the ever-familiar “staff infection.” If someone is “entrenched,” they have been ceded some type of staying power, and their negatives presumably are—or once were—outweighed by their positives. Bad people get hired, good people turn bad, nobody is perfect, and the proof is in the pudding.
You must start with the heartbeat of the organization. Any corporate culture can be accurately defined as “how we do things around here,” and a strong, positive culture makes it difficult for negativity to survive. Poisonous attitudes cannot grow roots where no power is granted.
Most organizations have developed a mission or vision statement that governs its directions and actions. This is usually a great starting point for a culture when the words are translated into actions that can be witnessed on a day-to-day basis.
I favor a statement of shared values. It is important to recognize that people come from all walks and beginnings. Shared values established in a shared workplace during shared time can bridge many languages and difficulties:“We all clean as we go.” “Nobody steals anything from anybody.” “Everybody works smart and hard.” “We are hand-washing fiends.”
Sure, you can wait for somebody else to fix the problem. You can wait for the leadership of your hotel to draft a super mission statement and then hang in there until it takes effect. You can wait until the manager in question addresses the problem. Or you can gather your closest tribe/team members, collectively decide on the best way to go for your part of the show, and then DO IT.
You do not have to be at the top of an organization to be considered a valuable leader. Strong, informal leaders actually are the secret weapon of many high-flying companies. What it takes, day in and day out, is to know, show, and go the right way.
Chase LeBlanc is the founder and CEO of Leadagers, LLC, and is a hospitality management performance coach. He is also the author of High Impact Hospitality: Upgrade Your Purpose, Performance and Profits!