Tag Archives: Management

The Professional – Shut Em Down – Prevent Your Next Team Meeting from Becoming a Workplace Battle Royale

June 25, 2025 By in Professional Tags: , , , , , , , , Leave a comment
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When a team meeting begins an unexpected downward spiral into chaos and negativity, as a leader in management, one must never hesitate to utilize one’s authority to shut it down – immediately. And as a leader with direct reports, managing a medley of personalities can be quite challenging. Naturally employees will have team disagreements; that is to be expected as no two individuals are exactly alike. However, when difference of opinion devolves into disruption and disrespect, the resulting disorder can adversely affect team productivity and morale. Being a leader, one must have the foresight to identify potential conflict and strategically diffuse the situation before it escalates. The power of foresight can only be attained through hardened experience; there is no course or training that will prepare you for the variables of human behavior. I have endured through trial and error. I want to share some of my insight with you. Here are a few warning signs that your meeting may fly off the rails.

  • First of all, well, your silent alarm should be blaring when a colleague starts their sentence with “first of all”. Said colleague is about to launch into a lengthy diatribe complete with examples and key grievances – bullet point by bullet point.
  • A leader must be cognizant of inflammatory language and trigger expressions. When a colleague starts using accusatory language with a belittling tone, the recipient of the incoming fire will become defensive and will most likely reciprocate the sentiment. You never, you always, you should, or why don’t you are leading subjects generally delivered in a chastising manner. Calling attention to another colleague’s faults and errors, either aggressively or passive aggressively, is extremely toxic to the work environment. When a colleague’s work ethic or performance is being critiqued in full view of the entire team – by a non-leader – it will not be received kindly.
  • Everyone makes mistakes. Be leery of the colleague that chastises fellow employees while presenting themselves as the paragon of work perfection. And this self-appreciation is usually contrasted with a fellow employee as described in the previous bullet point.
  • When colleagues constantly interrupt one another and talk over each other, they are effectively ineffective with their listening comprehension.
  • A leader must also be aware of body language. The folded arms, the scowl, the pursed lips, the heavy sighs, the eye rolls, and I could go on and on.

So, as a combustible cauldron of chaos is being stirred with hostile intent, it is your duty to quell any disorder before it explodes into professional bedlam. What we do not want is a Lord of the Flies scenario in the workplace. So, what do you do? First, you must be calm and measured. You must be the voice of reason and pragmatism. Sensing potential conflict, you must insert yourself between quarreling colleagues to prevent them from launching verbal missiles at each other. Your voice must be the most dominant in the room. And dominant does not mean yelling. It should be firm, resolute, and steady. Table the discussion and direct the team that any unresolved issues will be taken offline. You should assert that bickering does not add value and is not constructive usage of everyone’s time. And when all else fails, remember as a leader in management, you can leverage the power of corrective action. Correction actions can be a pain to implement, but allowing discord to fester can quickly disrupt team dynamics. Shut it down as soon as the opportunity presents itself.

The Professional – Just for the Record – Why Documentation is Required Practice When Managing People

December 29, 2023 By in Professional Tags: , , , , , , , , , , Leave a comment

wp-1703802505364293885935194685955If I may offer some gentle advice to any new manager or supervisor: document, document, and document. And if you are a veteran leader in people management, but have mistakenly failed to perform this required practice, well, it would behoove you to document, document, and document some more immediately. Trust, an otherwise quaint work environment can become as brutal as Game of Thrones at the drop of a dime. The emergence of deceit, politics, jealously, power struggle, manipulation, and outright hate would make Cersei Lannister a proud, blushing queen. Managing a wide array of unique personalities, you can trust that at some point a colleague is going to come at you sideways. And in the event when that occurs, it is paramount that you are appropriately armed with receipts. I am speaking about recorded documentation of events and conversations that can confidently address any allegation, accusation, denial, work violation, so on and so forth.

A comprehension record of critical incidents at work is vital, especially if human resources need to be involved in a delicate situation. Let me be perfectly clear, documenting either issues with productivity or behavior should not be utilized with the intent to terminate any employee. Rather, the purpose documentation is to articulate a clear timeline of events, set clear expectations of job performance, and ensure that everyone has the same knowledge of company policies, procedures, changes, upcoming events, etc. It is all about communication with the colleague. Unfortunately, it is also to protect yourself in case a colleague decides to go full Petyr Baelish (Littlefinger) on you – manipulating both facts and people to bring about your downfall. Nope, you have to go full Sansa Stark and start running those receipts until they have no room to wiggle out of their deceit and treachery. Alright, enough Game of Thrones callbacks, here are a few reasons why it is important to keep detailed notes when in the role of management.

  • E-mail timestamps are a beautiful thing to behold. It captures the date, time, and any recipients that have received the electronic transmission of important information. This electronic signature can be invaluable when someone attempts to muddy a timeline of events or outright deny something occurred. And to take it up a notch, configure the e-mail to request a Read Receipt, which notifies you when your e-mail has been delivered and opened by the receiver. Save that Read Receipt if ever a dispute arises with anyone revising history.
  • If you are communicating directly with a subordinate, and the conversation begs for a second set of eyes, blind copy your immediate leadership so they are aware of any worthy communication that should be captured. You never want your boss to be blindsided by a situation if a colleague decides to go rouge and torch the entire department. Your boss does not necessarily need to act on the matter. This exercise is merely a courtesy heads-up for awareness.
  • The work environment can be hectic with an ever-changing landscape of policy and protocol. Therefore, if you find yourself leading a team huddle or meeting, it would be wise to assign the task of taking minutes to a colleague so it can be distributed via e-mail (there’s that timestamp again). This is a step to make sure everyone is on the same page. However, you will STILL have that one employee that will deny they were told anything. Luckily for you, those minutes are a timestamped record that they were duly informed. And if not taking minutes, jot down a brief summary of the team discussion and e-mail accordingly.
  • You would be performing a great service to yourself, because even if you don’t have it committed to memory, understanding the company’s mission and vision should help guide your management style as a leader. Copy and paste that company doctrine and slap it on a desktop sticky note. What does that have to do with document, document, and document? Because, if the situation ever calls for corrective action (either verbal or written), you should be armed with HR policy and procedures at the ready to deliver to an employee. Used in tandem with the knowledge of the mission and vision, you should be able to confidently deliver any appropriate corrective action with the company’s own language in black and white. And by the way, even “verbal” corrective actions should be documented.
  • On the topic of corrective action, omit any personal feelings or opinion on the employee matter. Rather, speak specifically to either employee behavior or productivity in regard to how they are not aligned with the company policy or protocol. Focus on areas of opportunity for improvement. In regard to either behavior or productivity, there should not be any surprises, as a manager should keep the employee informed of both. A detailed capture of any check-ins/reviews should be provided to the employee.
  • Does your company utilize a messaging software platform such as Microsoft 365 Teams? If so, well yes, those communications should be captured and filed away in another application such as Microsoft 365 OneNote. If that is not available, you can go the old-school route and file it away in a desktop folder. And you can be extra cautious by printing out any communications and filing it away in a physical folder – in a secure location of course. Whatever internal messaging platform your company is using; this can be an excellent way to document any important information that should be noted.
  • Every situation will not need an immediate corrective action. However, it is important to take notes that detail an ongoing situation. Email those notes to yourself so that the date of the occurrence is recorded and timestamped. If you find yourself in a tense situation with a colleague, state that the present behavior does not align with company or department policy, indicate you will be discussing the situation with upper management, and if further action is required you will be in contact. And then kindly excuse yourself from the interaction. Immediately record the event while still fresh in your memory but give yourself time to cool off if you are rattled or out of sorts emotionally. It is tough, but remember, you simply need to record the occurrence and utilize company/department policy to support your recommendation (if any) for corrective measures.

The Professional – Business Never Personal – Quintessential Advice For Managing Workplace Conflict & Challenges

October 11, 2021 By in Professional Tags: , , , , , Leave a comment

I am absolutely confidant, if you are an individual with a management position, you should be all too familiar with resolving conflicts involving direct reports. Sometimes, management receives a bad reputation. We are perceived as aloof, power-hungry individuals that are woefully disengaged from their staff. We wield our perceived power to make ourselves feel better and we have no clue about the work being performed around us. Honestly, some of us are just regular folk, straddling a fine line between company policy and managing a motley crew of employee personalities and behaviors. I have advanced my career throughout the years, starting as a laboratory assistant and achieving a position in lower tier management as a supervisor. I know a thing or two because I have seen a thing or two.

And while management may not be viewed positively by many, here is a newsflash, sometimes the staff can be pretty problematic and toxic too. As a leader, managing the core work is sometimes the easiest aspect of the job. Things become complicated when a challenging employee personality, bad behavior, and company rules collide. It is enough to drive a manager or supervisor insane. And if you are new to management, sometimes you have to learn to navigate this world through live-fire. Here, I wanted to share what I have learned throughout the years as a supervisor. It is not an exhaustive list, and if you are a manager reading this, please share some of your views that I may have missed. It is my hope that the following insight is helpful to someone.

  • This first piece of advice cannot be overstated; it is absolutely paramount that a manager remain calm and refrain from fervent displays of agitation or direct anger towards a colleague. No doubt, depending on the specific circumstances, adhering to this task can be quite daunting. Nevertheless, given your position of authority, your standard of professional behavior is definitely and expectedly higher. In my particular case, speaking bluntly, I cannot afford outward displays of indignant belligerence as a black man – it’s not a good look. And that may sound cynical, but historical stereotypes of black men still exist today, therefore I am very cognizant of managing my temperament. A manager must remain measured and calm in the presence of direct reports.
  • If you are delivering one-on-one coaching or disciplinary action, another colleague in leadership accompanying you in the room is highly recommended. Your immediate peer in leadership should be impartial and removed from the specific situation; acting only as a witness and perhaps as a buffer between the acting manager and colleague should the atmosphere becomes inflamed. If you feel your impending engagement has the potential of becoming hostile, recruiting assistance from your director/manager or even human resources may also be necessary.
  • If the engagement becomes heated and not conducive to an actionable, constructive outcome; never be afraid to table the conversation and revisit the matter at another time.
  • Maintaining a clear and fair thought process, it is important for you manage the situation and behavior – not the colleague. Hold on, wait, that does not make sense if you are “managing” colleagues. What I am saying is this: You must be separate the colleague from the issue that requires resolution; only acts or behavior should be addressed. It is wise to omit any personal opinions or views about said colleague. You should stick to the facts and only what can be proven. Clear any negative thoughts you may feel about the colleague and stick to the issue. Do not shift or allow the colleague to shift the conversation away from the issue at hand. Once you allow the conversation to stray from the subject being discussed, you will lose sight of the resolution that needs to be determined. 
  • A manager should never rush into conflict unprepared and off the cuff. You should take a moment to gather all pertinent facts before you begin the process of conflict resolution. If a colleague engages you for an immediate sit-down, your primary function is to listen and observe. This should be a part of your fact-gathering process. Thank the colleague for bringing the matter to your attention and convey that you will further investigate the incident. 
  • Document, document, document. It is important to keep detailed records of events and incidents. If you are meeting one-on-one, a summary of the meeting should be communicated to all involved parties. All details of the event in question should be recorded and kept on file.
  • It would be wise to lean heavily into your company’s mission and core values to help guide you through managing a given situation. This harkens back to my previous advice of managing the situation and not the colleague. Your role as a manager or supervisor is to ensure that company policy is being recognized and followed. Your personal views are not your own. You are a representative of the company whose responsibility is to remind, enforce, and ensure company culture is being observed and practiced. You must provide clear and concise feedback that align with the company mission and vision. Also remember, you are in a position of authority, so consequences should be clearly conveyed.
  • To be sure, managers or supervisors are not robots. We have emotions too. We have personal opinions. It is vital that we express those feelings regarding any particular circumstance. However, this expression is best suited for an audience outside of your employment. It’s best to save your raw, unfiltered observations for a spouse or significant other within the confines of your own home. Never vent or bad-mouth a subordinate to another subordinate. Never disclose personal, confidential information about a subordinate or anyone else. Do not broadcast grievances on social media. Do not utilize company technology such as e-mail or messaging to disparage colleagues.