WorkWise: Managing an irresponsible co-worker

The irresponsible co-worker invades every workplace, because many people aren’t accountable. You can’t let one affect your productivity and effectiveness, especially when job security can be tenuous. Although not doing one’s job is a clear sign of irresponsibility, some other behaviors are equally irresponsible. Recognizing them, and times they veer into uncivil behavior, will allow you to take constructive action.

GLOBAL VIEW

Joseph Williams, consultant in Commonsense Responsibility at Commonsense Management Strategies in Henderson, Nev., spent years in Fortune 500 companies, where he concluded that “the most critical factor in running a corporation is human behavior.” The data he collected over a seven-year period at an airline, where he worked as an hourly employee, showed him that people weren’t on time, decisions made by CEOs put companies at risk and rules weren’t applied across the board. Williams characterizes irresponsible people as:

• dishonest with and disrespectful toward self and others;

• uncompassionate;

• self-centered; and

• unaccountable.

Karen Valencic, team-building consultant and private coach at Spiral Impact in Indianapolis, Ind., also finds irresponsibility in “anything disruptive, taking focus away from the purpose of being there,” such as telephone conversations and surfing the Web.

Irresponsible behavior becomes uncivil, Williams comments, when it escalates to name-calling, verbal abuse and physical confrontation. Valencic concurs, adding that passive-aggressive behavior is also uncivil.

San Francisco-based Diana Gregory is a senior human resource specialist at Administaff Inc., an HR service-provider headquartered in Kingwood, Tex. She says that “in many cases, the behavior results from a simple accident or misunderstanding, but regardless of the intent, this type of behavior can negatively affect morale and productivity.” She further states that the resulting stress can impact profitability.

ACTION

If a co-worker is irresponsible or uncivil, you may want to take action, particularly if you don’t want to do two jobs, but step back for a second. Valencic advises asking yourself “if your co-worker understands the rules of your workplace and has been trained properly. Ask yourself if you’re irresponsible in any way and how you might give him some feedback. Ask also if you’re trying to be right and make him wrong.” Gregory advocates documenting details of incidents in case the situation requires future action. Then, discuss what you’re planning to do with someone you trust.

When you do take action, Williams mentions that you need calmness, courage and “a very positive approach.” Valencic indicates that being centered will help you gain perspective, speak truthfully and keep the person from feeling attacked even if your co-worker is hurt a little. Gregory says that tactics like these will help keep the situation from escalating.

“Share your feeling,” Williams suggests, by explaining “how it makes you feel when you see the person do (what he does).” Valencic says to “communicate directly and stay as close to the issue as you can.” She doesn’t recommend going to a supervisor or HR unless you have no other alternatives.

“You might say, ‘I’m overwhelmed and I need you to do this work,’ Valencic says. “Set boundaries, being clear about your responsibility, what you’re accountable for and what you’re going to hold your co-worker accountable for. Create a set of value questions. ‘Can I trust you? Does this serve our mission? Are we having fun?’ That becomes a basis to holding people accountable.”

She further observes that this basis contributes to creating a culture of accountability, which isn’t amenable to low-performers, who tend to walk away. “It serves no one to keep them where they are,” she concludes. “Sometimes it’s a mismatch -- the wrong job, wrong profession, wrong place.”

Dr. Mildred Culp welcomes your questions at culp@workwise.net. Copyright 2010 Passage Media.