Question:
I manage a department that is spread across 5 offices. For a long time, I have been having problems with an employee who insidiously verbally harasses other colleagues. Those who have been in the office with her have complained to me multiple times about her behavior, so the committee (of which I am a part) decided to relocate her to another office. The problem was neutralized for a while, but a similar scenario repeated itself in the new office after she acclimatized and attempted to re-establish a superiority relationship. Although I do not think this was the right solution, she was relocated to a new office once again. The security staff moved her belongings in agreement with us while she screamed “mobbing” in the hallway, and the next day she went on a long-term sick leave. She is currently absent, and although everything was done according to the regulations, I expect that I will have to prove that this is not mobbing. I note that the mentioned employee generally works at the minimum threshold, just enough to avoid disciplinary action. In general, I know that I am facing a continuation of this agony, and I would appreciate any advice you may have.
You can read the first part of the answer HERE.
Answer:
After I elaborated in the previous column on what I called the “scenario of significant unknowns,” this time I would like to address the employee you mentioned.
I emphasize that the first part of the answer was primarily intended for you to consider the circumstances in which all the actors in this situation found themselves, with different levels of responsibility for its emergence and not overly successful resolution. From my perspective, the first scenario was primarily strategic in nature, while the one that follows concerns working with the type of personality that the mentioned employee represents.
The relationship to work occurs on two levels—one is the execution of work tasks, while the other is the relationship with colleagues. It is evident that the problem has been present for quite some time precisely at this second level. It involves, as you say, a cunning way of insulting and a superiority relationship towards colleagues. You, as a superior, are the one who needs to address the behavior, set boundaries, and insist on basic collegiality and professionalism. This is essential to maintain your position of authority, both in front of the problematic employee and other department members. They observe whether you, and in what way, are resolving interpersonal issues, and accordingly, their perception of you as a superior rises or falls in their eyes. If you feel that you do not have the necessary knowledge and skills for this intervention, I recommend coaching as a form of work through which you can develop them. Mediation is another way to resolve conflicts within the department, but you also need someone who knows how to lead it. Additionally, regular department meetings can be beneficial for you to detect critical points within the department and work individually with participants.
