There is something I very often speak about and describe when discussing how organisations are systems with many underlying layers, and the most important of them all is the human system. It is how you and I communicate, the energy between people and teams, and I am sure you have witnessed firsthand that when this doesn’t work, even the best processes can break. Bad communication is one problem, but communicating with people who disagree with you or openly don’t like you is another challenge. So, let’s go into the details of how to handle these types of situations.
Rebel, rebel
There is an old saying that it takes two to tango, and this applies to many situations where there is conflict based on styles, values, or perhaps something else. You know I like to share personal stories to get to the point, so here goes another one. Not so long ago, I met a person in a workplace who had a problem with almost everybody. It was one of those rebellious people who are very proud that they say everything to your face, very loudly, and use their speaking skills to convince others to go against something. There was always some kind of trouble with this person: open disagreements on company records, conversations that should not be had, and remarks that should not be made.
The thing is, we all knew that this behaviour was problematic, so my first question was: Why did you hire this person? It obviously created more trouble than it contributed to the system. The answer I got was: There was no one else.
So, here’s a question for all the leaders out there: if you find yourself in a situation where you feel you must hire someone who does not fit the role or the culture, should you do it? I would strongly advise against it. The mess that needs to be cleaned up after this type of person drains the energy of many people and introduces a negative atmosphere that is not easily removed.
But there is also something else at play. These individuals become bad examples. Other employees see someone who shows little respect for boundaries or values and yet seems to get away with it. And, quite honestly, it does not matter how brilliant they may be. There is a sense of fairness in treating people equally, and the moment an “outlaw” behaves as though the rules do not apply to them, others begin to lose motivation.
So, when someone tells you, “There is no one else,” do not accept that advice at face value. It is incorrect. Very few roles truly cannot be filled by good people, even if doing so requires more time.
But sometimes you do not get to choose – you inherit. I have seen this as well: a new leader arrives and finds a troublemaker already in place. This is a far more difficult situation than the “there is no one else” scenario, and it usually takes much longer to handle.
Dealing with the troublemaker
Troublemakers are people who do not fit into the system around them, and they usually know it. Through a rebellious way of expressing themselves, they often believe they are fighting against an establishment. Do not assume they lack a moral compass. Some of them have a strong sense of justice and genuinely believe they are doing the right thing.
The real issue is not what they believe, but how they express it. They may lack the social skills to communicate their concerns constructively. To be clear, not everyone who speaks their mind is a troublemaker. I am referring to those who find fault in everything or deliberately create problems. These individuals are easy to recognise.
First, you need to acknowledge that they have a point of view – and respect it. Even the toughest, most rebellious individuals tend to calm down when they are treated with respect in communication, something they often do not experience.
The real test of leadership lies in guiding these people to channel their opinions constructively, to follow the same processes as everyone else, and to help them realise that if they fundamentally disagree with the organisation, they should not remain part of it. What seems illogical is that some people who appear to dislike everything remain adamant about staying, even though they constantly express unhappiness, ignore processes, and make a big fuss over minor inconveniences. And the best way to deal with this is calmness. I learned this from the most Zen leader I have ever worked with. He maintained a calm tone and demeanor even in situations that would have driven me crazy. I guess the lesson here is that composure comes from resolving internal conflicts, seeing things clearly, and not taking things personally. Many people lack these three qualities, and I have seen in practice that this approach works.
When a leader behaves this way toward difficult employees, it sends a powerful message: the rebellious individual encounters a wall of calm, without oppression. So far, this is the only approach I have seen that works with rebels without a cause.
The hidden cost
One person can make or break a system or a process. Put a bad leader in charge, and you will see people crumble. Place a troublemaker among colleagues, and their motivation drops because they see that the rules mean nothing – they apply only to some, not to everyone. So why have a process at all if one person can undermine it?
Do not confuse this with the constant improvements and adjustments that every organisation needs. I am referring to allowing someone to do whatever they want simply because you cannot handle their rebellious side. Others should not have to pay the price just to maintain superficial peace. You will see good people leave. Do not lose talent because of a lack of will to deal with difficult individuals.
If you are dealing with these types of challenges, I would like to offer you a complimentary session to guide you and analyse the situation. I would be more than happy to listen and share my experience to help you, as a leader, navigate these complex circumstances.