One of my friends is working as an HR Manager in a start-up firm. They hired a male candidate for the senior-most position, with a perspective to create a strong base being a start-up. After a few weeks, HR observed arrogant and dominating behavior from that employee, and the same was complained about by few employees on the floor as well.
This continued for a few months. The HR also tried to have a polite conversation with the arrogant employee, but nothing worked. Now, her problem is that she cannot take any strict action because this arrogant person is from the well-known contacts of owners. She also tried to explain the whole scenario to the owners, but again, nothing worked.
Now, she is worried about the fact that he is spoiling the work culture because of his behavior, and being an HR, the blame is on her that she is unable to maintain and balance the environment. Please suggest what steps she can take to deal with this situation because quitting is not a feasible solution.
From India, Noida
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7This continued for a few months. The HR also tried to have a polite conversation with the arrogant employee, but nothing worked. Now, her problem is that she cannot take any strict action because this arrogant person is from the well-known contacts of owners. She also tried to explain the whole scenario to the owners, but again, nothing worked.
Now, she is worried about the fact that he is spoiling the work culture because of his behavior, and being an HR, the blame is on her that she is unable to maintain and balance the environment. Please suggest what steps she can take to deal with this situation because quitting is not a feasible solution.
From India, Noida
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Dear Swati,
The most important sentence of your post is, "She also tried to explain the whole scenario to the owners, but again, nothing worked."
If the owners of the company, who are running a start-up, are not worried about the organization's culture, then what to do? If they have not understood the value of fostering a healthy interpersonal environment in the company, then nothing can be done.
Wait for some time and quit the job. There is no need to show unwanted emotional attachment to the company. Such companies never grow. No need to be with a company whose growth is unsure.
Thanks,
Dinesh Divekar
From India, Bangalore
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The most important sentence of your post is, "She also tried to explain the whole scenario to the owners, but again, nothing worked."
If the owners of the company, who are running a start-up, are not worried about the organization's culture, then what to do? If they have not understood the value of fostering a healthy interpersonal environment in the company, then nothing can be done.
Wait for some time and quit the job. There is no need to show unwanted emotional attachment to the company. Such companies never grow. No need to be with a company whose growth is unsure.
Thanks,
Dinesh Divekar
From India, Bangalore
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Thanks Mr. Dinesh. The same was my suggestion also, but I wanted to have thoughts of other professionals also to such situations. So posted it here.
From India, Noida
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From India, Noida
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Dear Swati ji,
I agree, arrogant people spoil the work culture. They also have a way of taking up the air in a room. I think the first step can be creating an atmosphere of discussion, as this will remind the dominant colleague that the opinions of teammates matter too. Most importantly, consider ways of improving the team's dynamics, developing trust, and mutual respect. Most teams can benefit from team building.
If the dominant person is going off on a tangent, find a way to politely cut the speaker off. Many people with dominant personalities enjoy being challenged at work, so try assigning them challenging projects that will test their skills and abilities. Keep conversations targeted and brief. Speak confidently. Avoid generalizations and support your assertions with evidence. No one's perfect, and many times dominant colleagues don't have bad intentions; it's just that they are too bold and confident. So I think quitting is not a tight decision; rather, gather up and straighten things your way is required. Never run; being a warrior is fun.
Thank you.
From India, Nagpur
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I agree, arrogant people spoil the work culture. They also have a way of taking up the air in a room. I think the first step can be creating an atmosphere of discussion, as this will remind the dominant colleague that the opinions of teammates matter too. Most importantly, consider ways of improving the team's dynamics, developing trust, and mutual respect. Most teams can benefit from team building.
If the dominant person is going off on a tangent, find a way to politely cut the speaker off. Many people with dominant personalities enjoy being challenged at work, so try assigning them challenging projects that will test their skills and abilities. Keep conversations targeted and brief. Speak confidently. Avoid generalizations and support your assertions with evidence. No one's perfect, and many times dominant colleagues don't have bad intentions; it's just that they are too bold and confident. So I think quitting is not a tight decision; rather, gather up and straighten things your way is required. Never run; being a warrior is fun.
Thank you.
From India, Nagpur
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Dear Madam,
I beg to differ with the views largely on your predicament. Because the owners are indifferent to the nonsensical behaviour of this entrant, you are put in a spot. Certainly, the uncalled-for temperament of this person, by any standards, cannot be left unchecked in the larger interest of the organization, team morale, and culture.
I think you should prepare a confidential note to the owners giving a detailed history of his behavior and how it is detrimental to the organization's well-being. You need to convince and let the owners take responsibility to compel him to change his ways. You will have to let them know that you have the organization's interest uppermost in mind.
If with your sincere approach the owners fail to act in the desired direction, you are free to choose your options.
Regards,
Vinayak Nagarkar HR and Employee Relations Consultant
From India, Mumbai
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I beg to differ with the views largely on your predicament. Because the owners are indifferent to the nonsensical behaviour of this entrant, you are put in a spot. Certainly, the uncalled-for temperament of this person, by any standards, cannot be left unchecked in the larger interest of the organization, team morale, and culture.
I think you should prepare a confidential note to the owners giving a detailed history of his behavior and how it is detrimental to the organization's well-being. You need to convince and let the owners take responsibility to compel him to change his ways. You will have to let them know that you have the organization's interest uppermost in mind.
If with your sincere approach the owners fail to act in the desired direction, you are free to choose your options.
Regards,
Vinayak Nagarkar HR and Employee Relations Consultant
From India, Mumbai
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Dear Swati,
As an HR professional, your friend is expected to do everything to protect the interest of the organization. Let her do it, but beyond a point, there is no need to develop an emotional attachment with the company. Your friend works in a business enterprise. The MD of the company, who is the No. 1 stakeholder, should understand the importance of the work culture. If he/she does not understand, then nothing wrong with bidding goodbye to the company.
The MD of the company is expected to keep an ear to the ground. He must know what is happening in the company. He must encourage upward communication in his company. While running a startup, if he is ensconced in his own affairs, then so be it.
Your friend works in a commercial entity. It is neither a rehabilitation center for the arrogant person nor a reformation center. The task of reforming behavior or winning confidence by accepting dominance looks fine in films or TV serials. In a large number of family serials aired on national channels or otherwise, typically it is shown how a newly married daughter-in-law (DIL) puts up with the subjugation by the mother-in-law (MIL). After years of submissiveness or even compromise with the prestige by the DIL, the MIL starts trusting her.
A few years ago, a Marathi film was released wherein it was depicted that a village lad, though well-educated, falls in love with a foreign girl. After the marriage, she is brought to the village. But the groom's family members unleash their harshness on her as she belonged to "other" culture. Nevertheless, the foreigner transforms herself into a typically "Bhartiya bahu" and puts up with their abrasiveness and wins the hearts and minds of the near and dears ones but after doing sacrifice for the years.
We, the Indians, are taught that the haughtiness of the few is a fait accompli and in the interest of family or organization, someone's sacrifice is most important. However, it must be borne in mind that humility, liberalness, politeness are two-way streets, and there cannot be a one-way.
Against this backdrop, I recommend your friend to concentrate on her career development only. Nothing is as important as that. If your friend feels that career growth can take place in that company, then only she should continue. Otherwise, there is a big world outside.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
As an HR professional, your friend is expected to do everything to protect the interest of the organization. Let her do it, but beyond a point, there is no need to develop an emotional attachment with the company. Your friend works in a business enterprise. The MD of the company, who is the No. 1 stakeholder, should understand the importance of the work culture. If he/she does not understand, then nothing wrong with bidding goodbye to the company.
The MD of the company is expected to keep an ear to the ground. He must know what is happening in the company. He must encourage upward communication in his company. While running a startup, if he is ensconced in his own affairs, then so be it.
Your friend works in a commercial entity. It is neither a rehabilitation center for the arrogant person nor a reformation center. The task of reforming behavior or winning confidence by accepting dominance looks fine in films or TV serials. In a large number of family serials aired on national channels or otherwise, typically it is shown how a newly married daughter-in-law (DIL) puts up with the subjugation by the mother-in-law (MIL). After years of submissiveness or even compromise with the prestige by the DIL, the MIL starts trusting her.
A few years ago, a Marathi film was released wherein it was depicted that a village lad, though well-educated, falls in love with a foreign girl. After the marriage, she is brought to the village. But the groom's family members unleash their harshness on her as she belonged to "other" culture. Nevertheless, the foreigner transforms herself into a typically "Bhartiya bahu" and puts up with their abrasiveness and wins the hearts and minds of the near and dears ones but after doing sacrifice for the years.
We, the Indians, are taught that the haughtiness of the few is a fait accompli and in the interest of family or organization, someone's sacrifice is most important. However, it must be borne in mind that humility, liberalness, politeness are two-way streets, and there cannot be a one-way.
Against this backdrop, I recommend your friend to concentrate on her career development only. Nothing is as important as that. If your friend feels that career growth can take place in that company, then only she should continue. Otherwise, there is a big world outside.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Madam,
Your friend is well acquainted with the ground realities, behavioral aberrations of the new senior managerial entrant in the leadership role, and soft-peddling attitude of the owners. Yet, she should put up a brave fight against the misfit person and exhaust all options first to straighten his behavior in the most persuasive manner.
Instead of taking an escapist stance and giving up without trying what is needed to be done in the larger interest of the organization, in my view, is against HR's grain and values. HR is the "social conscience" keeper of the organization, and she should not leave any stone unturned to uphold the same in nailing the wrongdoings of a person who, despite being in the leadership role, has not learned the ropes of basic human relations.
Her success will depend on her courage of conviction, persuasive skills, grit, and determination in driving the point that her efforts are for a cause that is for the good of the organization, and there is nothing personal about it.
Quitting the job without giving it a try is an easy option and is meant for weak-minded people who lose the battle in their minds first before even going to the battlefield.
Well, it is easier said than done, but the experience will surely enrich her as a professional and help build up strengths even if there is unfortunate failure.
Rest, it is up to her to take the right call.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
Acknowledge(0)Amend(0)
Your friend is well acquainted with the ground realities, behavioral aberrations of the new senior managerial entrant in the leadership role, and soft-peddling attitude of the owners. Yet, she should put up a brave fight against the misfit person and exhaust all options first to straighten his behavior in the most persuasive manner.
Instead of taking an escapist stance and giving up without trying what is needed to be done in the larger interest of the organization, in my view, is against HR's grain and values. HR is the "social conscience" keeper of the organization, and she should not leave any stone unturned to uphold the same in nailing the wrongdoings of a person who, despite being in the leadership role, has not learned the ropes of basic human relations.
Her success will depend on her courage of conviction, persuasive skills, grit, and determination in driving the point that her efforts are for a cause that is for the good of the organization, and there is nothing personal about it.
Quitting the job without giving it a try is an easy option and is meant for weak-minded people who lose the battle in their minds first before even going to the battlefield.
Well, it is easier said than done, but the experience will surely enrich her as a professional and help build up strengths even if there is unfortunate failure.
Rest, it is up to her to take the right call.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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