How would you handle this?

catherinetnc · December 2005

Customer service manager (female) been with company 20 years. Every supervisor that has worked with her has found her over-zealous, controlling, over-bearing - it has always seemed that she has put the company's interest first, but now she has become a megalomaniacal "I know better than everyone how to do everything and no one here can live without me" kind of employee. She gets involved in matters that don't involve her - constantly criticises everything. Needless to say her current supervisor (who is an owner and has as much experience as she does) is having a difficult time putting up with this. Last year I battled for her to get a large pay raise in spite of the fact that the company gave very few significant raises last year. But it seems we have created a monster.

Her supervisor would like for her to leave, as her constant belittling of him is tiresome. She goes postal over the smallest things (supervisor changed the method of delivery for Christmas cards to our branches to save $ and she loudly told everyone who would listen how she was being undermined all day). Being zealous about the job was appreciated (but annoying to the rest of us) for 20 years. Now it is becoming unbearable.

She has not been written up about anything - she is very good at convincing people that her actions are necessary. The supervisor would like to offer her a "package" to leave - not our typical way of handling this. But she is causing major stress to him and her absence probably would improve the whole office. Bottom line is they don't get along and the company has run out of supervisors who will put up with her.

Any advice would be appreciated. THANKS!

Catherine

SMace · December 2005

The "package" will probably make it worse. Don't you think she'll walk through the office announcing that she's being paid off to leave? How will that sit?

I would either sit her down and fire her or start documenting the behavior and deal with it for a while. Since you have no documentation, you could say we are an at will employer and no longer need your services. Be ready to escort her from the property after she's had a chance to clean out her stuff and tell her she will be arrested for trespassing if she comes back. Make sure you have a sign up that says "No Trespassing." Let her leave with as much dignity as you can.

Then sit back and get ready to be sued. Be careful who you replace her with and you should be OK.

If you want to have a documented reason for firing her, tell the owner to focus on the SPECIFIC behavior that should be stopped. Sit her down tell her what it is and tell her not to do it again. Tell her if she does do it again, she will be further disciplined. Keep going till she's fired.

Then sit back and get ready to be sued.

This is not legal advice.

catherinetnc · December 2005

Yep -
The "sit back and wait to be sued" is the constant comment in my mind, too.

Thanks for your advice. I agree.

dchr9203 · December 2005

We reward those behaviors we want to see more of. Her behavior has been rewarded over the years through tolerating it, and most recently by a large pay raise that you had to "fight" for. So, in essence, her behavior has been reinforced and she'll continue until its addressed, which makes changing her behavior doubly hard. And yes, behaviors can be changed (or at a minimum managed) if parties are willing. Its like allowing a child to behave a certain way for a period of time, then all of a sudden, changing the rules; you'll get resistence, but who's in charge, the child or the parent. Live in my house, live by my rules. Further, sounds like she draws a good deal of "personal identity" from her role, anyone would to a degree after 20 years. In her case, its possible its all she has. Even something as small as changing delivery of Christmas cards is treading on what she perceives as her territory. Without knowing both sides and all there is to know, my suggestion would be to take the direct and honest approach, tell her that while you appreciate her experience in the department, you are concerned that she may not recognize how she comes across to others (puts the responsibility for her behavior back on her). You could take the approach of "listen, you've been here 20 years and know so much about the department, I believe you should know that..." this or that is causing resentment and dislike toward her. Tell her the truth and be honest about how its impacting her relationship with the company, the owners and her co-workers. Be sensitive to how upsetting this will be for her, but be firm that there are some expectations for change and then help her. There are workshops and training on change and behavior management (a great one is "Who Moved My Cheese"; a One-minute Manager book & video which addresses this type of issue). Let her know that if she is unwilling or unable to work with you on the matter, then her continued employment is at risk. Once she's overcome the initial "shock" of the revelation, you may be surprised to find that she really wants to do a good job and be respected and will be willing to work on it. If she's not, its her choice either way, and ultimately the message is its your company and you have the right to certain expectations and once clearly defined the employee has the right to abide or get out. And not abiding is telling you she's ready to get out.

pork1 · December 2005

I concur on everything except that it should not be you that is having this dialogue and demonstration of a solid list of expectations as demonstrated by her specific behaviors. This is not the problem or issue of the HR, but that of her boss, an owner. It is his game and if she wants to play, she has got to learn new tricks and we don't care that an "old dawg of 20 years is the main focus of this action". Bottom line "ole Dawg" must learn new ways of behaving or she will be gone. She should have no choice but to change and change now!

PORK

Crout · December 2005

She's over 40, right? The supervisor has to either be willing to enter into a process of supervision whereby the offending behaviors are identified, she is given a realistic time frame to change, she is held accountable through the disciplinary system for her failure to change, and of course document everything, OR be prepared to pay out some money....either in legal fees, or a hefty severance. If you offer her a severance package (as I think you should) MAKE SURE you get a signed release from her, and don't forget about the time frames associated with the OWBPA.

mbeam · December 2005

After reading your message, my initial reaction is that she hasn't changed that much but the company's expectations of her have.

Perhaps she thinks that this is what is expected of her especially as other posters noted that she received a large increase last year. This definitely wouldn't help your cause in defending any litigation that may come your way.

Agree with others that I would take the direct approach and indicate specifically what she's doing that she should continue to do and what she should stop doing outlining the consequences if these behaviors don't change.

My bet is that if you terminate her employment, she wouldn't see it coming - those in this situation especially long-term employees like her are the ones most likely to then turn around and sue. It becomes very emotional to them and they will turn the loyalty they once may have had into a vendetta.

Good luck!

Gillian3 · December 2005

I agree with the others. You have put up with the behavior for 20 years. Plan six months more to explain the changes that MUST take place, document what happens, document disciplinary actions if necessary, then terminate if necessary. Due to the inevitable litigation, you must have records that show you have attempted to change the behavior and only terminated when it did not change - if you want a chance to be successful in the litigation. I would only consider a severance package if you want to terminate her at a later date and when doing that, make sure that it is done correctly - that it includes the age discrimination requirements that Crout mentioned as well as an agreement not to file charges of any kind.

catherinetnc · December 2005

THANK YOU ALL!

I appreciate your thoughts and advice and hopefully we can change behaviors at both levels.

Thanks again -

Catherine

How would you handle this?

Comments