Crisis Management Experts

And I thank both, for their thoughtful comments!

While both commentaries recognize John’s inappropriate behavior in the Scenario (misusing work time and misleading his company about his activities), both also identify with him, and wonder if he feels recognized and rewarded at work. Might these folks be non-management employees, experiencing some frustrations of their own? They would have to let us know. Regardless, their comments do suggest a viable approach to Juan’s behavior.

As I addressed in a previous post (”Management Doesn’t Care About Us”), there does seem to be a pervasive disconnect between management and non-management groups across many industries. Keeping this in mind, management could take the approach of viewing Juan’s behavior as a “statement”, if you will, of how he feels about some aspect of his job (whether it be related to the quantity of work that he is assigned, to the level of recognition that he feels he receives, or to the degree of respect he has for the organization, etc.). Finding out how John is feeling and what he is thinking could be a first step.

If the management group is receptive to employee input, John’s feedback could help them to make modifications that allow him, and perhaps others, to feel more connected to the company. Alternatively, this approach might lead to a fruitful exchange, that in and of itself, helps John to feel more included and acknowleged by the organization.

Many managers would opt to confront John’s inappropriate behavior directly, instead of using the more gentle approach outlined above. Confrontation, along with informal or formal warnings, is certainly an option. However, it’s worth considering that opening the lines of communication first, does not preclude disciplinary action later. And John may get the message, that there are better ways to make “statements” to management than he has chosen, without having to address his behavior at a higher level.