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**Leadership Today**

> [Federal Workplace Solutions]{.underline}

**Summer 2004**

*Dealing with an Angry Employee*

Welcome to the first issue of Leadership Today provided by Federal
Occupational Health (FOH), a service unit within the Department of
Health and Human Services\' Program Support Center. We publish this
e-magazine several times a year as a resource, with a separate,
specialized edition available for members of our FOH Consortium Employee
Assistance Program (EAP).

This issue\'s topic represents a serious management challenge:

The aggressive employee whose negative behavior impacts the entire
workplace.

**(1) Challenge of the Day - What to do with an Angry Employee**

The workplace is a natural forum for all human emotions, including
frustration and anger. How can we help prevent workplace anger from
leading to disciplinary action, or even worse, a violent incident? Angry
behavior can often be traced to strife that has intensified over time
between employees or between an employee and a supervisor. Sometimes an
employee\'s behavior problems may be exacerbated by the employee\'s
belief that his or her supervisor offers no support. The next section,
"Exploring the Frontline"*,* presents a supportive, yet effective way of
intervening when an employee displays a sudden, negative behavior
change.

**(2) Exploring the Issue - Gus\*: A case of sudden behavior change**

This situation, submitted by a concerned supervisor, describes a common
problem:

**Q.** During the past month, Gus, a generally reliable and easygoing
employee, has exhibited

outbursts of anger toward his co-workers and me when discussing
work-related matters.

Recently, when I gave Gus a work assignment that he disliked, he walked
off and slammed the door. Some employees have complained and are
beginning to avoid interacting with Gus

because they don\'t want to be subjected to his negative behavior.
Gus\'s behavior is having a negative impact on productivity, and
employee morale is beginning to suffer. I want to talk to him about
this, but dread an outburst. What can I do?

**A.** Gus\'s recent behavior change has negatively impacted
productivity and team morale. This change in behavior could have been
triggered by a multitude of issues. As Gus\'s supervisor, you are aware
that your role is to assess and resolve workplace issues, not to
diagnose and resolve personal problems.

Yet, in your efforts to ensure a productive and safe workplace, the
immediate challenge is to help the employee feel valued and supported as
you explore what is happening from his perspective.

As a starting point, it is wise to acknowledge your own reaction to any
stressful work situation. Various resources are available to assist you
in preparing to address issues with an employee.

These include, among others, your own supervisor, the human resources
manager, and the EAP.

• Brief your own supervisor on your observations and get his or her
consultation.

• From your human resources manager, you can obtain important
information concerning

your organization\'s practices for handling employee performance and
behavioral issues,

as well as existing programs to deal with workplace violence or
workplace threats of

violence. Your human resources manager may be able to provide you with
step-by-step

coaching on documenting your observations and communicating your
expectation of

behavior change.

• Contact the EAP for consultation and assistance as needed. The EAP
will be able to advise

you on the best way to refer the employee to the EAP, including steps to
take, whether

the referral should be formal or informal, and how to follow up once a
referral has been

made.

The time you spend in consultation with management, human resources, and
EAP professionals in the beginning, when the problem arises, will help
ensure that your efforts have the highest probability of success.

Approaching an employee about a problem can be challenging and the
employee\'s response

difficult to predict. The goal is balancing directness with sensitivity.
Preparation is the key to

your success. See how this approach can \'play out\' below:

\* A pseudonym

**(3) Play It Out**

+-----------------------------------+-----------------------------------+
| **The Dynamics**                  | **The Conversation**              |
|                                   |                                   |
| Choose a time when the employee   | \"There are some things that I    |
| seems                             | have been                         |
|                                   |                                   |
| more at ease. Perhaps it will be  | wanting to check out with you. Do |
| after lunch,                      | you have                          |
|                                   |                                   |
| or when his workload is lighter.  | a few minutes to talk?\"          |
|                                   |                                   |
| In a relaxed, yet concerned,      | \"Gus, you have always been       |
| manner,                           | someone we                        |
|                                   |                                   |
| suggest that he sit down in a     | count on to help out when a hand  |
| private place                     | is really                         |
|                                   |                                   |
| to talk with you. Have a quiet    | needed.\"                         |
| location in                       |                                   |
|                                   | \"But, in some ways, you haven\'t |
| mind where you won\'t be          | been                              |
| disturbed.                        |                                   |
|                                   | yourself recently. It seems to me |
| Let him know that you value his   | that you                          |
| contribution                      |                                   |
|                                   | have had a shorter fuse regarding |
| and past behavior.                | work                              |
|                                   |                                   |
| You have noticed a change in his  | requests. For example, last       |
| behavior                          | Friday, when                      |
|                                   |                                   |
| that you would like to explore    | Sue asked you to help her out, I  |
| with him.                         | heard you                         |
|                                   |                                   |
| Describe this behavior and its    | tell her that she could (darn     |
| effect on work. Stick to the      | well) do it                       |
| behavior itself and avoid         |                                   |
|                                   | herself. I am concerned about the |
| being judgmental. You can         | difference                        |
| generalize, but                   |                                   |
|                                   | in you, as well as in your work.  |
| be ready with a recent example.   | I\'d like to                      |
| However,                          |                                   |
|                                   | hear your thoughts.\"             |
| avoid presenting a laundry list   |                                   |
| of problems.                      | \(1\) doesn\'t know what you are  |
|                                   | talking                           |
| Stay quiet. Give him time to      |                                   |
| think and                         | about, or                         |
|                                   |                                   |
| respond to you. Then, really      | \(2\) is having personal,         |
| listen to what                    | emotional or work                 |
|                                   |                                   |
| he says. Think before responding. | problems                          |
|                                   |                                   |
| He may either tell you that he:   | \"Just yesterday, after our       |
|                                   | discussion about                  |
| If he does not admit there is an  |                                   |
| issue, give                       | the project work, you walked out  |
|                                   | of my                             |
| him a few more observations about |                                   |
| his                               | office, slamming the door behind  |
|                                   | you. This                         |
| recent behavior and its negative  |                                   |
| impact on                         | type of behavior doesn\'t help us |
|                                   | here on the                       |
| the way people work together \--  |                                   |
| specifically,                     | job. In fact, I\'m concerned      |
|                                   | about it                          |
| those situations in which you     |                                   |
| have been                         | negatively affecting our team     |
|                                   | morale.\"                         |
| directly involved. Avoid quoting  |                                   |
| other                             | \(1\) agree with you, admitting a |
|                                   | behavior                          |
| individuals by name. Respond      |                                   |
| appropriately                     | change, or                        |
|                                   |                                   |
| as a supervisor to any            | \(2\) continue to deny a problem  |
| work-related issues,              | exists                            |
|                                   |                                   |
| but avoid falling into the role   | \"Gus, we need you to be the      |
| of counselor.                     | active                            |
|                                   |                                   |
| Also avoid evaluating his         | contributor here that you were    |
| behavior in terms                 | before. You                       |
|                                   |                                   |
| of it being right                 | had an even disposition, a real   |
|                                   | positive                          |
| or wrong.                         |                                   |
|                                   | approach to getting things done,  |
| Pause and listen carefully again. | and no                            |
|                                   |                                   |
| He may either:                    | temper outbursts. I am sorry that |
|                                   | you *(tailor*                     |
| Let him know that, for the good   |                                   |
| of the                            | *this depending on his            |
|                                   | responses)* (1) are               |
| workplace, he needs to change his |                                   |
| behavior.                         | having problems and/or (2) don\'t |
|                                   | agree with                        |
| Remind him that the Employee      |                                   |
| Assistance                        | my observations. For the good of  |
|                                   | the                               |
| Program (EAP) helps in dealing    |                                   |
| with any                          | workplace, we all need to work    |
|                                   | together in                       |
| personal or work challenges that  |                                   |
| may be                            | harmony, which means we need you  |
|                                   | to                                |
| contributing to his behavior      |                                   |
| change. Let him                   | maintain a calm disposition at    |
|                                   | work.                             |
| know that he needs to resume his  |                                   |
| previous                          | A resource that has helped many   |
|                                   | people is                         |
| cooperative behavior and that you |                                   |
| want to                           | the EAP. They can give you an     |
|                                   | additional                        |
| offer him the support of the EAP  |                                   |
| in making                         | viewpoint and some support.       |
|                                   |                                   |
| this change.                      | Now, let\'s plan on getting       |
|                                   | together next week *(tailor this  |
| Since you will have already       | depending on the most appropriate |
| spoken with the                   | time frame)* and compare notes on |
|                                   | how we see things going for       |
| EAP yourself, you will know       | you.\"                            |
| whether to                        |                                   |
|                                   |                                   |
| make this an informal (as modeled |                                   |
| here) or                          |                                   |
|                                   |                                   |
| a formal referral. Give the       |                                   |
| employee some                     |                                   |
|                                   |                                   |
| EAP written material that         |                                   |
| includes the                      |                                   |
|                                   |                                   |
| contact information. Regardless   |                                   |
| of his                            |                                   |
|                                   |                                   |
| decision about the EAP, inform    |                                   |
| him that you                      |                                   |
|                                   |                                   |
| will also need to follow up with  |                                   |
| him on a                          |                                   |
|                                   |                                   |
| regular basis to give him         |                                   |
| feedback on his                   |                                   |
|                                   |                                   |
| progress.                         |                                   |
+-----------------------------------+-----------------------------------+

**(4) TIP of the Day**

**Good feedback on workplace behavior includes these steps**

-   Give a prompt, concrete description of behavior you observed and
    want to encourage or discourage.

-   Listen openly, putting aside your own agenda.

-   Avoid labeling the individual based on his or her actions.

-   Avoid evaluating the actions in terms of right or wrong.

-   Assess the appropriateness of the behavior in terms of its impact on
    the workplace.

-   Avoid becoming involved in the employee\'s personal issues. Instead,
    focus on work-related concerns.

-   If a change is desired, give a clear description of the expected new
    behavior.

**(5) About this E-magazine**

Federal Occupational Health (FOH) has a wide range of programs to
improve the health, safety and productivity of the Federal workforce.
These programs include Employee Assistance/Member and Family Support,
Work/Life Solutions, Clinical Health Services, Environmental Services,
and other special programs. The FOH EAP provides assessment, counseling,
referral, training and consultation to Federal employees and agencies
worldwide. This goal of this e-magazine is to help Federal leaders
address their workplace relationship concerns. For further information
about FOH and its programs, call us at 1 800 457-9808 or visit our web
site at www.foh.dhhs.gov.

The articles that appear in Leadership Today are published as background
information and, as such, do not address specific human resource
management concerns. For guidance on handling issues that arise in your
workplace, please consult your employee assistance and/or human
resources professional.

*Portions of the section entitled "Exploring the Issue" have been
adapted from The Frontline Supervisor,DFA Publications*

*healthy bodies ●sound minds ●a safe place to work*

**Federal Occupational Health**

Department of Health and Human Services

Program Support Center

a component of the U.S. Public Health Service