From the course: Difficult Situations: Solutions for Managers

Redirect an employee who constantly points out the negative

From the course: Difficult Situations: Solutions for Managers

Redirect an employee who constantly points out the negative

- Every group seems to have one, that glass half-empty person. Your team members could be on the edge of their seats with excitement, listening to a presentation about a new product idea, something that could transform the industry, and then it happens. The resident devil's advocate launches into a long list of potential pitfalls and reasons why that would never work. In an instant, all the creative energy is sucked out of the room. Now, the solution is not to weed out all the risk-averse people and naysayers on your team. In fact, I'd argue that critics are really important. They bring a perspective that may not be shared by the rest of the group and that balance is essential for good decision making. However, when someone exhibits a constant pattern of negativity that never wavers, whether the ideas are good or bad, it's time to step in. The morale on your team is at stake and you need to take action. Here are a few steps to help you handle this situation. First, acknowledge and redirect the conversation. The key is not to ignore the negative comments or get defensive. Respond in the moment with something like this, "I understand you see it differently. "I'd like to get back to exploring the concept "before we start considering drawbacks." With that approach, you can affirm that you heard the objection but focus the energy and momentum on refining the new idea. Next, provide an opportunity to discuss concerns later in the conversation. Ask the team, "Okay, what haven't we considered?" That frames a discussion about risks and downsides as collaborative, rather than combative, and it demonstrates your willingness to hear about other perspectives. Once the team critic has spoken, you might ask them for ideas about how to solve the problems they pointed out. People will generally learn to be more thoughtful about their objections if they know they'll be asked to provide some alternative solutions. And finally, consider coaching the naysayer in your group. Encourage them to write down their concerns and save them for discussion, rather than interrupting the flow of ideas. You might suggest that they prioritize their objections and focus on the top contenders. No one wants to be assaulted by an endless list of problems. And work with them to avoid being labeled as that difficult team member. They may have gotten into a habit of expressing their concerns too abruptly or too soon in the brainstorming process. Help them to understand that timing and word choice can make a huge difference in how a message is received. If they want others to see the value in their perspectives, they have to become more intentional about the presentation. As a leader, it's critical for you to address the negativity that can emanate from the resident naysayer, but if you handle it carefully, you can maintain a positive and productive climate.

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