Unpleasant people are part of life – there’s no doubt. During our lifespans, most people we’ll meet are caring, generous, considerate and helpful. But there’s also a minority who are challenging.
A safe, dependable and friendly workplace depends on the nature of the team at any business. Most co-workers are encouraging, supportive and non-judgemental – a minority are manipulative and dishonest, even if good ends were intended all-around.Â
Toxicity can grow in any office or workstation, no matter the reason. The present financial pressures have brought extra amounts of anxiety, frustration and sleepless nights for many, changing several workplaces forever.
How should we manage difficult colleagues in stressful times?
Lea McLeod wrote four strategies to use when confronting or managing problematic co-workers.
McLeod worked for 30 years in corporate America. She’s gained a respectable amount of insights on managing difficult work settings. McLeod offers E-Courses on assuming a sense of inner-peace within a variety of work environments.
Her objective is to assist people in finding confidence, courage, consistency and inner peace at work.ĚýĚý
First on the list, McLeod advised readers not to take things personally whenever individuals are on the job with co-workers they dislike. Avoiding personal reactions eludes damaging panic responses.
Whenever a taxing individual rents a room in a headspace, a person commits more emotionally-driven, illogical decisions.
So, when faced with difficult colleagues, don’t lash out in defence for the good of one’s mental health.
Just as the Bible said in Proverbs 15:1 “A gentle answer turns away wrath, but hard words stir up anger.”
And in McLeod’s words, “Never underestimate the power of kindness in a negative situation.”
Adverse behaviours in the office should always be addressed with relaxed and professional attitudes. Let the bad actors know their activities aren’t okay – but avoid dramas. Never escalate undesirable work situations with more unconstructiveness by shouting, using insults or threatening language as defensive strategies.
McLeod suggested employees should provide neutral physical responses whenever co-workers provoked or agitated them. She suggested employees under attack should sustain positive body language and nonhostile expressions.
“Avoid pointing fingers, rolling your eyes, invading the person’s personal space and crossing your arms,” McLeod underlined.Â
McLeod thought workers should deal with hostile colleagues by facing them head on. “Stand up straight, take up your space, don’t shrink back in offence and hold your ground – both physically and mentally,” she said.
An individual’s background defines who they are. Consequently, some associates at work have faced workplace cultures and life experiences which are much different than the experiences of their colleagues, so misunderstandings can occur.
Some co-workers might speak or email others using condescending words without realizing they’re being offensive.ĚýĚý
McLeod recommended stressed employees to ask for clarification, to make sure they’re on the same page with the employees causing tension with their aggressive and directive language.
According to McLeod, other people’s deeds and behaviours say more about them then the persons being attacked verbally, mentally, online or otherwise.
An excerpt from Don Miguel Ruiz’s The Four Agreements: A Practical Guide to Personal Freedom read: “What others say and do is a projection of their own reality, their own dream. When you are immune to the opinions and actions of others, you won’t be the victim of needless suffering.”  Â
