Boardroom Reports

By Dr. Cheryl Lieberman and Ellin Reisner

Beware of the people in businesses who display nonviolent versions of the qualities of serial killers we read about and see on TV. In place of violence, they use office politics to undermine others - sometimes destroying careers.

Often, like real killers, they weave a pattern in the selection of people they choose to harm, while showing no remorse for their "assaults." They feel exhilaration when they succeed in discrediting a star employee…or capitalizing on the honest mistakes of someone who stands in the way of their promotion.

How to Spot Troublemakers
Problem for managers: The work of such destructive employees often goes unnoticed for a long time. Trap: Victims and their friends are afraid to talk about the problem. They'd rather get transferred to another office…or even switch companies.

And the perpetrator can maintain a favorable image for a long time. In fact, like the notorious Ted Bundy, office serial "killers" may have great charm, especially in the presence of the boss. The rest of the time they are erratic - sometimes being friendly and confiding, and other times being irrationally hostile and abusive. Though they may refer often to dear friends, they tend to be loners who don't form sustained relationships.

Typically, they lack insight into their own behavior and project all their difficulties on others.

First clues that a "serial killer" may be at work in your company:

• Large numbers of people quitting
• Someone (the "killer") is paying more attention to pleasing the manager than to his/her own work. Everyone wants to please the boss, but the serial killer overdoes it.
• An unusually large volume of job relocations, either voluntary or involuntary.
• Decreased productivity as workers begin to spend too much energy defending themselves and not enough on the job.
• An overactive rumor mill. When people can't deal with a situation directly, they resort to talking about it.
• An increase in customer complaints due to reduced productivity and service.
• Negative comments begin to surface about employees whom management knows to be solid performers.
• Increased visits to the human resources or personnel department or to the Employee Assistance Program (EAP).

It's a big mistake to think the problem will just blow over. A great deal of damage can take place if managers continue to look the other way.

Managers must do something more than listen to deal with rumors. The victims need fast, remedial action.

Trap: Dealing with symptoms rather than causes. It's not helpful, for example, to say, "We'll have no more of these unkind rumors going around." And simply placating customer complaints is not enough. If behind-the-scenes causes continue to fester, further customer complaints lie ahead.

BEST WAY TO DEAL WITH DESTRUCTIVE PEOPLE
Once the first clues of a destructive employee's actions become evident, interview people who have worked with the person in the past. Aim: To get input from people who may have been afraid to speak up earlier, but can now provide evidence of the person's destructive actions. This will help managers catch the offender in his/her next "offense."

The best weapon of a serial killer is thinking his/her behavior is going unnoticed. Break through that pattern by confronting the situation head on, preferably bringing the people involved together for a face-to-face meeting.

Note: Before calling the meeting, do serious investigating. Ask questions. Observe. Learn. Do enough homework on all parties to get a feel for the situation. Be straightforward about why the meeting is being called: "Something's going on here that is negatively affecting our business and I need to get to the bottom of it. Let's talk frankly."

Usually, then, the victim will hold back nothing in an effort to clear his/her reputation. The result is usually clear - the aggressor must either leave the company, or be moved to a position where no damage to others is possible.