Consider who the gossip's sources are and what her motive might be before you react or share gossip with someone else.
What the boss should do:
Ensure that the lines of communication are clear. Circulate regular newsletters or emails to inform workers about new appointments and developments, and have an
open-door policy so that your employees will feel free to
discuss rumours with you.
The office gossip doesn't always comment on the 'academic
issues' in the workplace, for example, redundancy and salary cuts, says Dr Susan Steinman, chair and CEO of the Work Trauma Foundation in South Africa. 'They're often character assassins and very dangerous to a person 's career. Therefore a company should ensure that there's a policy in place to prohibit gossiping,' she says.
The Complainer
The complainer is never satisfied with anything. She'll complain about co-workers, her salary, the boss or the hours she works, as long as she can complain.
What you can do:
Never agree with her complaints – she can easily cite you as a fellow complainer when taking her complaints to the manager, making you an unwilling accomplice. Rather steer her away from negative thinking by discussing with her how the problem can be solved. If she's complaining about a co-worker, however, it is best to advise her to talk to your employer instead.
What the boss should do
Don't ignore complaints. Instead, discuss them with her
in such a way that it might actually be solved. Therefore,
don't ask her why she's always complaining, rather find out
what she's complaining about and why. Don't underestimate
complainers: her negative attitude could spread and fuel
more complaints in the of office.
The Fighter
The fighter is quick to lose her temper, insult co-workers and step on toes. In worst-case scenarios, they may even
become abusive and violent.
What you can do:
Stay calm and don't take it personally. Never lash out or swear at her, because it will make matters worse. Focus on calming techniques: count to 10, breathe deeply or think about how to resolve the problem. If you feel vulnerable or fear that you may fly off the handle, tell her that
you will discuss it later. Indicate that you are listening to her by making eye contact, nodding, smiling and leaning forward.
What the boss should do:
Confront the employee in a non threatening way and make
sure they know that their behaviour will not be tolerated.
Suggest sending her on an anger-management course. Take
the appropriate disciplinary steps according to company policy to ensure that the matter doesn't get out of hand.
The Backstabber
Two-faced people are all smiles in front of you, but will do anything to ensure that you don't end up above them on the corporate ladder.
What you can do:
Backstabbing is always done in an underhand manner. You may suspect it but will be unable to prove it, says Dr Steinman. 'It's never the person who criticises you in the meeting – backstabbers aren't open. It's backstabbing when someone says "he's busy elsewhere...again" and gives a smirk, when you ask that person to apologise for you at the meeting for a good reason.'
Dr Steinman warns that it can be difficult to confront the
backstabber. 'They'll deny having anything against you and
they're very smooth. You could try confronting the backstabber and telling the rest of the office about the backstabbing. It may help or it may worsen the problem.
However, you cannot sit still when you're being stabbed in the back. Try to get it on the agenda and expose the
backstabber or face the risk of your career being damaged.'
What the boss should do:
Employers, without realising it, often cultivate a backstabbing environment by having obvious favourites at the office or by being friendlier with some colleagues than others.
Keep your relationships with your personnel on the same
level. Make it clear that you will not listen to negative reports about a colleague or complaints without hearing both sides of the story. Dr Steinman says that some companies operate on the notion that 'information is power'. This will prevent transparency and backstabbing
will flourish. A policy of transparency and dealing with
the problem openly is the best policy, she says.
The Bullying Boss
Dr Steinman says bullying is a big problem. Research shows
that 83% of bullies are in managerial positions.
She stresses that a bullying boss should not be confused with a boss who simply irritates you. 'Bullying is subtle, intentional and malicious. It happens over time and has the likelihood of challenging your right to dignity, respect, your wellbeing and emotional health.
When your boss is bullying you, you can lodge a grievance. If your company has policies in place to deal with bullying, you could look forward to a solution.
However, most companies don't have policies in place,' she says. This should change.
Research shows that when bullying is acute in the workplace, victims and witnesses lose on average 4,5 hours per week over a 12-month period by defending themselves, writing 'cover your back' memos, discussing the issue, comforting each other, setting up systems to avoid being victimised and proving that they did their work, stress-
related sick leave and worrying.
What you can do:
If you're suffering because of a difficult boss, deal with it in one of the following ways: