Have you been “putting up with” a certain employee’s bad conduct or poor performance for a while now in an effort to avoid conflict and be “nice”?
It never ceases to amaze me how often managers avoid addressing issues with employees, as though bring up an employee’s poor conduct or performance would be “mean”. Guess what? That’s a manager’s job. when you are avoiding an issue with an employee, it tells me (1) you have limiting beliefs that are holding you back, and/or (2) you don’t know how to set expectations or correct an employee in a professional and respectful way.
In reality, avoiding conflict in order to be “nice” or likable is actually “mean”. It creates an enabling, co-dependent relationship that isn’t good for anyone.
You are being “mean” when you don’t address employee issues because you are:
- Preventing the employee from acquiring new competencies (instead of providing feedback that will help them grow);
- Reducing the employee’s sense of self-efficacy and control over their work (instead of empowering them); and
- Reinforcing old or maladaptive behaviors (instead of encouraging new coping strategies or behaviors).
When you address issues timely and appropriately through healthy conflict and confrontation, your company, department, work group, business unit, or team will operate much more cohesively. They will become more aware of their strengths and weaknesses and more likely exhibit the behaviors required to work together effectively. However, when you don’t approach conflict in the context of your responsibilities, your workplace becomes coated with the waxy buildup of poor performance and conduct that fuels unvoiced concerns, resentments, passive aggressive behavior, disengaged employees, and gossip.
Reflect on how well you are addressing issues rather than avoiding them. Are you really being “nice” or “mean”?
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