7 Signs a Manager Cannot Handle Conflict, Workplace Challenges

Workplace challenges can be very difficult to manage.  Headaches, stomach upset, and more can result, but these are no excuses to avoid workplace conflict altogether.  Eventually issues will need to be dealt with before there are staff walking out the door, profit losses, and other issues that might put a manager’s head on the chopping block.

Upper management is sometimes not aware or doesn’t care when middle managers are often delegating responsibilities to staff that they should be handling.  When this occurs, a team can start to feel like fearful and/or lazy managers are getting away with something.  Why should they have to do the managers’ job?  Not every employee is looking to take on a leadership role and they shouldn’t be expected to, the manager is getting paid to lead not hide!

1.  Makes excuses to get out of work.  The fearful or often worried manager will make up excuses as to why he or she can’t be in the office during a challenging time.  “I have to take care of my relative…I can’t be there because something has come up…I really wish I could help but I have to leave early.”  How true are these statements during a time when the manager’s presence is very much needed?
2. Fakes busyness. The leader may not come up with an excuse to leave the office, but he or she will lie about being “busy” while conflicts are ongoing.  The instructions are given to team members “not to disturb…or interrupt” when the office doors are closed.  However, the conflict that is ongoing out on the floor ought to be addressed by the manager and not a staff member.  Issues are priority not making busy work for one’s self to avoid handling problems.
3. Takes days off. The manager conveniently takes personal or vacation days to do things like:  avoid critical meetings, train new staff, reorganize the office, assist out-of-state visitors, etc.  When a date is pre-planned or fast approaching, managers who don’t want to get involved, make certain they will be unavailable on those days.  Upper management, who isn’t carefully watching the timing or looking for any patterns when days are being taken off, will inadvertently approve time that shouldn’t have been approved in the first place making it quite inconvenient for the rest of the team.
4. Talks negatively about having to work.  There is a tendency to frequently complain about workplace conflicts or challenges, but management doesn’t do anything about them.  Instead, the manager hopes the problems will work themselves out.  When they don’t and they grab the attention of upper management, now he or she wants to write people up or terminate them.  Unfortunately, the manager should have been proactive from the start.
5. Ignores responsibilities.  An important thing to remember is that not every manager who is hired by a company is there for the right reasons.  The position could simply be a temporary gig until a better position comes around.  With that said, the nonchalant manager, who isn’t fearful or worried about the office conflicts or challenges, simply doesn’t address them because his or her mind is somewhere else.  This manager expects the office to be run on autopilot whether or not he or she is present.
6. Delegates tasks to people who are ill-equipped to handle them.  Whether pre-planned or requested at the last minute, work is given to those who really have no clue what they are doing.  Very little training or none at all occurs and when things are done incorrectly, the irresponsible manager blames those who he or she assigned to complete the tasks rather than hold his or herself accountable.
7. Calls off due to a myriad of genuine or conceived health issues.  Real or imagined health problems, managers, who slack on their duties, will share either in advance or at the last minute with select team members. They will do this when they don’t want to or can’t handle tasks by deadline.  Sometimes health woes really do show up because the manager is sincerely stressed out because he or she is doing poorly at his or her job.

Employees who notice leadership is not working up to par need not suffer through the excuse-making and ploys to get out of work, notify Human Resources or upper management about your concerns.  State what you are noticing and how the manager’s lack of enthusiasm, poor work ethic, and nonchalant attitude is causing the team to miss important deadlines and other relevant information. Managers, who behave in this way, bring employee morale down and ultimately cost companies more to keep them around while losing revenue.

Nicholl McGuire is the owner and contributor to this blog.

How to Handle Workplace Conflict - He Said, She Said Scenarios

Controversial Current Events will Disrupt Workplace Harmony if You Let Them

When it comes to discussing, listening to or spreading information about controversial topics at the workplace, you run the risk of angering management and co-workers.  For some workers, they are insensitive to the news they view at work and feel it appropriate to broadcast their personal views even if they come in the form of a video being played on one's computer.  It is best to keep your news to yourself!

Sometimes workers learn the hard way when approached about the content they are viewing or listening to.  "Could you please turn your radio down or off that news is just not good for business...Maybe it would be best to refrain taling about that topic, because things are starting to get heated around here...We have a job to do."  No matter how polite you say it, a person who could care less about the feelings of others will become defensive.  He or she may not want to talk to you anymore, act rudely or impersonal because of your warning.

An employee who may have had a long discussion about difficult subject matter related to current events with relatives and friends only the night before, might want to come to work without the pressure he or she had experienced at home.  However, Insensitive Nancy, Liberal Lee and Conservative Carl may want to bring up the latest media scandal.  By doing this, all three may end up being a disruption to workflow which may result in future discord between staff members.

Save the drama for mama! Put off discussion about the latest controversial discussions for outside the workplace--that is if you want to keep good relations between team members.

Nicholl McGuire

Mobbing-U.S.A. - Emotional Abuse in the American Workplace

You don't want to appear like the trouble-maker or the "tattle-tale" but some people at your workplace seem to have it in for you.  Sometimes it is simply one's appearance, background, response to situations, or lack of emotion that just sets off a troubled individual to come after you.  When one doesn't like you, he or she may talk to others about you, so that before long there is a group of people that have issue with you never bothering to think that they have been negatively influenced and possibly manipulated into thinking the worse of you.  Now what?  Do we start acting extra nice to those individuals--an attempt to restore our reputation?  Do we confront the bully?  How about a meeting with the supervisor who just so happens to be the friend of the ring leader?  If you are having issues like these, you must visit the following webpage and while your at it, use your faith--for the weapons of our warfare are not carnal!

Mobbing-U.S.A. - Emotional Abuse in the American Workplace

5 Ways to deal with the workplace drama queen

So you got one of those, huh?  Thought this article might give you some useful tips:

5 Ways to deal with the workplace drama queen

How to Debate with Difficult People

How to Debate with Difficult People

The Danger of Workplace Negativity and Stress

Nothing is more sinister to the employee's morale than persistent workplace negativity. It saps the liveliness of organizations and diverts critical attention from performance.

Negativity occurs in the attitude, outlook, and talk of one department member, or in bloating voices responding to a workplace decision or event. A new book, Joy at Work: Empowering Scriptures for the Workplace soothes the Soul. It is Spiritual 'first aid' to help you get centered--anytime, anywhere. Joy at Work is a collection of biblical principles and scriptures to help one navigate the crossroads of the workplace using screen beans illustrations.

Religion is always able to produce solutions to the various problems people face. One's faith does allow the person to deal with the problem usually in a calmer way. We can assume that the significance of religion is similar to the importance of understanding the job description. The buffering effect' means religion serves to buffer the impact of adverse circumstances.

Leah Smiley, President of Society for Diversity quoted, "Joy at Work: Empowering Scriptures for the Workplace is a must read for all those struggling with workplace issues or frustrated from seeking employment. The book has given me a sense of solace in the midst of turmoil."

It has been recently reported that employees are dissatisfied with the conditions at work. They are quitting in record numbers despite the fact they have no back-up plan. The rash of those quitting their jobs have most been contributed to pay, long work hours, and not enough flexibility in the workplace.

Nothing is more powerful than Joy at Work: Empowering Scriptures for the Workplace to zap workplace negativity and stress.

Ramona Clay is a Christian author, speaker, and inspirational coach. Ms. Clay is owner of Global Staffing Partners with over 20 years in recruiting, training, and coach. She has started Joy@Work.com seminars and has her own radio show on BlogTalk radio, Monday evenings at 7:00 PM. Ramona's website, http://www.ramonaclay.com

Overloading - A Simple Solution to Reduce This Workplace Problem

What?

What if by simply drawing a line you could reduce the suffering and anguish of thousands and save lives in the process? Wouldn't you think it was a good idea?

In 1874, seafarer Samuel Plimsoll did just that. Plimsoll found a way to prevent ships from being overloaded and sinking under the weight of excess cargo. Literally thousands of lives were saved because Plimsoll Lines, indicating the maximum vessel load capacity, were painted on the side of ships. Given today's overloaded workplaces and lifestyles, we can learn a lot from Plimsoll's approach. We can learn to draw a line indicating our maximum capacity and prevent the negative effects of personal overloading. The Plimsoll Line is a 19th century solution to a 21st century problem.

So What?

Although overloading can enter your life in different forms, it typically creates the same kind of problems for the person or object being overloaded. Overloading creates a burden that is too great to bear and the consequences of that excessive burden negatively impact your life. That is as true today as it was in the 1800s. You might think we are the first generation to find ourselves trapped in this overloading dilemma, but history tells us otherwise. Overloading was actually a much more serious problem in earlier times. Rather than being a matter of getting smoothly through the day or coping with stress-inducing technology, overloading was literally a matter of life and death. This was especially true in the world of shipping.

When it comes to matters of staying afloat, a brief review of Archimedes' principle is in order. Archimedes discovered that a body immersed in a fluid is buoyed up by a force equal to the weight of the displaced fluid. Apply this to the world of shipping, and the consequences of overloading are clear. Ships sink when they weigh more than the water they displace. Ships will actually float at different levels depending on water temperature and type. Therefore, a ship loaded to capacity in a North Atlantic saltwater port would be in danger of riding too low and possibly sinking in a freshwater port in the tropics.

In earlier times, with only hand tools for the job, it took years to build a ship. Moving only under the power of wind and sails, it took months or years to sail across the sea and return. It made sense that ship owners and sailors would take extra precautions to assure the safety of their vessels. Unfortunately, ship owners did not always care. Why? As seafaring commerce developed, insurance coverage on the ships and cargo underwritten by such entities as Lloyd's of London often enticed ship owners to overload their ships. If the ships arrived safely, the payoff was greater for the more heavily loaded ships. If the ships sank, insurance covered the loss.

Also, in the mid-19th century the Irish potato famine reached its peak. Irish land owners, eager to shift their focus from potatoes to wheat and livestock, looked for ways to clear their land of Irish paupers made destitute due to the devastation of the potato crop. Landlords either evicted paupers with no promise of support, or packed them into unseaworthy vessels with phony promises of assistance in British North America, sending them out to sea. You can probably guess why these overloaded vessels were known as coffin ships. Many people lost their lives on these dangerous voyages. Eventually the general public became concerned enough about the loss of crafts, crew and passengers that British Parliament was forced to appoint a committee to investigate the growing number of sinking ships.

Enter Samuel Plimsoll. As a young man Plimsoll was fascinated with the problems of shipping coal to London. The main problem that attracted his attention was the simple fact that too many ships were sinking. In 1868, Plimsoll was elected a member of British Parliament. He immediately began to campaign for legislation to protect seamen. In 1873, he published a book titled Our Seamen that documented the fact that every year nearly 1,000 sailors drowned on ships near and around the British shores. These numbers did not include casualties from British ships that sank in locations other than the British coastline. Fishing vessels were excluded from this total and so were non-British ships that sunk.

Plimsoll's solution was simple: determine the maximum safe load a vessel could handle and make sure the vessel never exceeded that load. He proposed that a mark or line be painted on the side of all ships to indicate the limit to which the vessel could be legally loaded. If the weight and buoyancy of the ship caused it to dip below the line - referred to as the Plimsoll Mark or Plimsoll Line - the ship could not set sail. The Merchant Shipping Act of 1876 made these load lines compulsory. Unfortunately, the line's actual position was not fixed by the 1876 law. As might be expected, the ship owners loosely interpreted the law and painted the line wherever they wanted, until the position was finally fixed by another law passed in 1894. It is estimated that this simple line has saved countless lives since the late 1800s.

Now What?

So here we are at the beginning of the 21st century. Many of us live nowhere near the sea. What can we learn from the Plimsoll Line story that will make our lives better?

Acknowledge that consistently overloading yourself is a form of dysfunctional behavior driven by irrational thinking. Therapists usually embrace one of two approaches when trying to help their clients solve such behavioral problems. They focus on the past so their clients can understand more about the source of their behavior, or they tell their clients to "forget the past" and work mainly on changing the unproductive behavior going forward. Here are examples of each of these approaches that you might consider trying:


By studying the history of shipping in the 1800s, Samuel Plimsoll began to understand why so many ships were sinking and developed a simple solution to the problem of overloading. If you are struggling with problems related to overloading, it is a good idea to study your personal history and discover past events and decisions that led to your present dilemma. One bad habit or decision rarely creates an overload of demands on your time and energy. It is usually a combination of many decisions and patterns of behavior. For example, people-pleasing behavior, and the inability to say "no" when it is appropriate, can create overloading. Study your personal history and see if you can identify specific decisions that are creating an excessive workload. I know this strategy sounds a bit oversimplified (somewhat like drawing a line on the side of ships and saving countless lives), but here's an idea for you: Stop making those same decisions if you want to eliminate overloading in the future.

Forget the past and just experiment until you discover your personal Plimsoll Line. Make a commitment to work no more than eight hours most days. You are kidding yourself if you think working 12, 14, 16 or more hours per day is a productive use of your time. Doing this sounds impressive to some people, but not to those who understand how the various systems of the human body work to optimize your performance. Your productivity plummets when you exceed your optimal workload. You will eventually sink. Try breaking an eight-hour day into 48-minute segments (there are, of course, 10 of these segments available). Make a commitment to spend at least 48 uninterrupted minutes tomorrow working on the most important things you need, want, or have to do to be successful. Then operate in your normal manner for the rest of the day. The next day go for two 48-minute blocks of highly focused time. My suggestion is that you draw your Plimsoll Line at about three 48-minute blocks of focused time most days. I am not suggesting that you only work 144 minutes each day. I am simply suggesting that you mentally designate three highly focused periods in a workday as a highly successful day. Then, cut yourself a little slack and stop pushing yourself so hard.

In the end remember that overloading is an upstream problem. When the ships began sinking in the warm freshwater due to being overloaded in the cold saltwater ports, it was a little late to start working on a solution to the problem. It would have been better to prevent the problems before the ships embarked on the voyage. The upstream issue that leads to work overload is making the decision to take on any additional tasks. If you are already overloaded, start focusing on how to eliminate tasks, not increase them. Start making sound decisions today to prevent overloading in the future.

Chris Crouch has spent years researching and studying both the mental and physical aspects of being more productive. He shares his discoveries through books, articles, presentations and training materials.

This article is an excerpt from his book Being Productive: Learning How to Get More Done with Less Effort available through Amazon.com