DETOX YOUR WORK ENVIRONMENT -...

DETOX YOUR WORK ENVIRONMENT

Participant Handbook

Presenter: Carmen RodriguezEmail: [email protected]

Detox Your Work Environment Handout ©[Type text] [Type text]

mailto:[email protected]

Presenter’s Biography

Carmen Rodriguez was born in Cidra, Puerto Rico and is the oldest of 12 children as a result of both of her parents being married multiple times. In 1964, her mother moved to Chicago when Carmen was only one year old. However, every year Carmen returned to Puerto Rico to spend summer vacations with her father and family. These visits to the island would ensure that Carmen remain bilingual in Spanish and English, and maintain a strong connection to the culture. She was raised on the north side of Chicago in the Humboldt Park area which was a predominantly Puerto Rican neighborhood with its issues of gang violence. Yet, despite the adversity of growing up in a gang-infected area and in a domestic violence home, Carmen was able to overcome these obstacles and be the first in her family to obtain a college degree. Today, Carmen is the Senior Training Specialist for Cook County Adult Probation in Chicago, Illinois, where she has worked for the past 30 and seven months. In her position, she works closely with the Director of Training in identifying, delivering and organizing training for a department of over 600 staff members. Carmen is a Past President of the American Probation and Parole Association (APPA). She has been involved with APPA for the past 28 years. Prior to becoming APPA’s Past President, she served as President for a two year term, President-Elect for one term, Vice President for two terms, served as the State of Illinois Regional Representative, and served on the APPA Executive Committee as one of the At-Large Regional Representatives. Of the 28 years involved with APPA, she has over 18 years’ experience serving on the Executive Committee of APPA. In addition, she has conducted several trainings for the National Institute of Corrections (NIC) on various topics such as Addressing and Preventing Staff Sexual Misconduct, Managing and Supervising Female Offenders, Orientation for New Probation and Parole Executives, Multi-Generational Workforce in Corrections, and a live satellite broadcast on Achieving Excellence in Correctional Victim Services through Collaboration. Carmen is nationally recognized as a diversity and tolerance trainer. She truly believes that in order to effectively provide supervision to offenders, “one must culturally try to understand those they supervise and the community they serve.” She also conducts personal development trainings such as stress reduction, conflict resolution, team building, and personal goal setting through her private training/consultant company. Currently, she lives in a Chicago suburb with her two wonderful children, Briana and Vincent. Briana her eldest graduated in 2016 with a Bachelor of Science (Magna Cum Laude) in aeronautical engineering with a concentration in aerospace propulsion. Briana is currently is attending graduate school at the University of Michigan. She is enrolled in the high rating Gas Dynamics program in the country. In 2015 Briana was selected and completed a paid internship at NASA in Houston, Texas. Her son Vincent in attending the University of Southern California and is majoring in computer science engineering with a concentration on software.

What’s a Difficult Employee?© Rodriguez

Difficult Employee Defined

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What’s a Toxic Employee?

Toxic Employee Defined

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INDIVIDUAL ACTIVITY

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WHAT’S A TOXIC EMPLOYEE?

Instructions: Jot down your responses to the following:

List ways toxic employee’s symptoms affect the workplace.

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Now, compare your list with the list of person sitting next to you. Jot down any toxic symptoms not reflected on your list.

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TYPES OF TOXIC EMPLOYEES AND CHARACTERISTICS

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WORKSHEET

Type of Employee Key Characteristics Strategies

Passive-Aggressive

Manipulator

Narcissistic

The Downer

The Judgmental

The Whiner

Brown Noser

Negative Attitude

Self-Confessed Expert

The Arguer

The Disrespectful

MOST COMMON SPECIES OF COWORKERSBy Alice Handley and Kayla Baxter | Excelle

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We've come up with a guide of some toxic coworkers you’ll probably run into in any office and how to maintain your sanity around them in this crazy working world.

The Control Freak

What they do: Control freaks have absolutely no sense of proportion in the workplace. From the official (mandatory!) font of company memos to how the dishwasher should be organized, they’re sure to have an opinion, and they’re sure to demand that you follow it. Their actions are demeaning and annoying because their actions say, “You’re incompetent” and “I can’t trust you” all at once.

How to deal: Just remember that at least The Control Freak is staying busy with pointless details, allowing you to tackle the really important things. Stay as calm as you can when dealing with The Control Freak: Be very patient, treat them with kindness and speak very slowly. Control Freaks need to be heard, but usually don’t have much to say. If you show that you understand them, they are more likely to move on and micromanage the next guy.

The Partier

What they do: The office party is definitely this coworker’s time to take center stage, but they can also make a fool of themselves on business trips, long lunches, and little “breaks” at the nearest bar in the afternoon. Hey, at least they’re a good time, right? Sigh, not really. The Partier’s antics can get old fast as well as give your company a bad name when word gets out about that little dancing on the table incident.

How to deal: Your best defense is a good offense and a digital camera! Make sure to preserve The Partier’s greatest moments and get the word out (especially to management!) about their exploits. Honestly, you really don’t have to do much for the Partier to get negatively noticed by management — they do that all by themselves.

The Bitter Old timer

What they do: Around since the company was founded (or maybe it just seems that way), The Bitter Old timer has definitely seen it all, and they’re not scared to tell you all about it. One has to wonder why they’re still at the job. In the long run, though, they can turn your optimism and can-do spirit into the same bitter regrets that they sport, killing your own enjoyment of your job. Attitudes can be contagious.

How to deal: On the plus side, The Bitter Old timer is a great source for all the inside information you need to really get ahead. Try getting on their good side — you never know what you might learn.

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http://www.adminsecret.com/training/articles/2166-the-25-species-of-coworker?utm_source=shine

CASE STUDY: Dave and Denise

Instructions: Read the following case study and determine the best strategy for dealing with this toxic employee.

Dave is a competent and hard-working officer who is never late or tardy and performs his job well. However, several coworkers have recently complained that Dave is not a team player. He’s rude and abrasive when they ask him for help, and he will not help them with anything unless he’s directed to do so by a manager.

Two weeks ago, Denise stated that she will no longer work with Dave because “Dave is a moron.” Denise also stated that she and others believe Dave is an alcoholic and has “fallen off the wagon.” Other employees have also spread the rumor that Dave suffers from some sort of mental illness.

Who is the toxic coworker?

If Dave, why?

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If Denise, Why?

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Your Strategy if you are a:

Supervisor:

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Chief/Director of the Agency:

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QUIZWHAT TYPE OF COWORKER ARE YOU?

Instructions: Take this quiz to find out whether you are a great coworker; one with tendencies from hell; or the one who can easily be labeled “toxic”’:

1) Do you always come through when people need you?

a) Pretty much always b) Maybe about half the time c) As long as it’s not an inconvenience to me

2) When you’re in a bad mood, do you:

a) Keep it inside so others can’t see it b) Try and hide it (but often not successfully) c) Let everyone know, because it’s bad to bottle those things up

3) Do you use profanity in the office?

a) Never b) Occasionally c) Often

4) Are you enthusiastic?

a) Yes! Yes! Yes! b) I really try to be - except when I’m not c) No, and I hate bubbly cheerful people! I think they’re fake

5) Do the people at work hear about your troubles at home?

a) No. I keep my personal and business lives separate b) Only select people c) My life is an open book

6) How smart are your coworkers?

a) Exceptionally b) Most of them are pretty smart - with maybe an exception or two c) Stupid, stupid, stupid. No, really - they’re stupid

7) Are you a hard worker?

a) Yes b) Average, I guess c) I’m a great delegator. Hard work is for losers!

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8) Is your quality of work generally high?

a) I always strive for the best b) Average, I guess c) Quality is such a relative thing.... 9) Are you generally positive and optimistic?

a) Yes! b) Sometimes, but I’m more of a ‘realist’ c) What is there to be positive and optimistic about?

10) Do you talk about your coworkers?

a) No, I don’t enjoy talking about other people b) Sometimes, but not often c) Only when it’s juicy

Answers:

Mostly a’s :

You are a great coworker to have around! You’re up, positive, motivated and hard working. Don’t think that your management doesn’t realize this. Keep up the good work, and you will be rewarded!

Mostly b’s :

You have a few coworkers from hell tendencies, but there’s hope! Try to see if you can be a more positive influence on the people around you. If you pay a little more attention to their needs, you will see a remarkable change in how positively people begin treating you!

Mostly c’s :

You are selfish, rude and have a generally bad attitude. You might even be lazy too! The worst part is that you are probably just way too self-centered to care. You can’t be having any fun at work – not with an attitude like that. So why are you hanging around?

Courtesy: Mumbai Mirror

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TOXIC TALK QUIZ

Instructions: Carefully read each statement below and circle the correct answer:

1. Toxic Talk is:a. The use of profanity in the workplaceb. A medical conditionc. Is any communication that becomes damaging to either the employee of the agency.d. None of the above

2. Gossip is: a. Harmless and everyone does it.b. Conversation of a social nature that is personal sensational and usually derogatory.c. Conversation that happens only in the workplace that focuses on work issues.d. Illegal to engage at work.

3. Gripes are:a. Necessary in order to get things to change.b. Personal issues that shouldn’t be discussed in the workplace.c. Complaints that are discussed with individuals who can do nothing to change or effect the

situation or problem.d. None of the above

4. Rumors are:a. Bits of unverified information.b. Circulated through the office grapevine.c. Common in environments that are confronted with uncertainty.d. All of the above

5. Which of the following questions should employees NOT ask themselves when trying to determine whether conversation has turned toxic:a. Is communicating this going to make me more popular?b. Is what I am about to say true?c. Is it harmless?d. How would I feel if someone said something similar about me?

6. Which one of the following statements in NOT considered Toxic Talk?

a. I heard that Joe got fired for stealing probation fee?b. Candace’s son made the honor roll again.c. Greg and Susan were seen together having dinner last night.d. Both A and C

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Continued: TOXIC TALK QUIZ

7. True or False Statement“It is not safe to talk or get to know your coworkers anymore. It’s better to mind your own business.”

8. The following are examples of toxic talk:a. Gossip, rumors and whistle blowersb. Gossip, social conversation and rumorsc. Gossip, gripes and rumorsd. Gossip, social conversation and whistle blowers

9. True or False Statement:“When addressing toxic talk you should always do so privately.”

10.When addressing an issue of toxic talk you should: a. Be vague so that you don’t hurt their feelings.b. Talk about something positive first so that the other person doesn’t get defensive.c. Provide specific examples of inappropriate behavior. d. All of the above

Adapted by Learning Communications

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DIRECTIONS:

Step 1: CLOSE YOUR EYES

Step: 2: Think of someone that you believe is “toxic” in the workplace. Write down their first name(s) only here: ________________________________________________________________________________________________________________

Step 3: Jot down the first words that come to mind in this circle below:

Step 4: Place a large “X” across that circle with all those descriptive words.

Step 5: Presenter will verbally guide through this step.

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SELF-APPRAISAL SURVEY—COMMUNICATIONS© Rodriguez

The purpose of this survey is to determine your susceptibility to being a source of communication breakdown. Since no one but you will see the results of this questionnaire, answer the questions as honestly as possible. Respond not as you would like to be seen as a communicator but as you really are.

Indicate how frequently you engage in the following behaviors when communicating with another person or persons. Use this scale to describe your behavior.

4 – I always do this.3 – I often do this.2 – I sometimes do this.1 – I seldom do this.0 – I never do this.

____ 1. When I have something to say, I am open and honest about my need to say it.

____ 2. I communicate with an awareness that the words I choose may not mean the same thing to other people that they do to me.

____ 3. I recognize that the message I receive may not be the same one the other person intended to send.

____ 4. Before I communicate, I ask myself questions about who my receiver is and how that will affect his or her reception of my message.

____ 5. As I communicate to someone, I keep a watchful eye and ear out for an indication that I am understood.

____ 6. I make my messages as brief and to the point as possible.____ 7. I consciously avoid the use of jargon with those who may not understand it.

____ 8. I consciously avoid the use of slang words and colloquialisms with those who may be put off by them.

____ 9. I try not to use red-flag words (words that might trigger an emotional response) that may upset or distract the receiver of my message.

____ 10. I recognize that how I say something is just as important as what I say.____ 11. I analyze my communication style to determine what nonverbal messages I send and how

well they conform to the meaning I desire to get across.____ 12. I carefully consider whether my message would be best understood by my receiver in a face-

to-face meeting, over the telephone, or in writing.____ 13. I form opinions about what others say to me based on what I hear them saying rather than

what I think of them as a person.____ 14. I make a genuine effort to listen to ideas with which I don't agree.____ 15. I look for ways to improve my listening skills.

TOTAL SCORE

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Analyze Survey Results

Find your score on the following table.

Score Interpretations

50 – 60 Are you sure you were honest? If so, you are an extremely effective communicator who almost never contributes to misunderstanding.

40 – 49 You are an effective communicator who only infrequently causes communication breakdown. The goal of these exercises is to move everyone up to this level.

30 – 39 You are an above average communicator with occasional lapses. You cause some misunderstandings but less than your share.

20 – 29 Many people (at least those who are honest) fall into this category. While things could be worse, there is much room for improvement in your communication style. The goal of these exercises is to move you to a higher category.

10 – 19 You are a frequent source of communication problems. Enthusiastically tackle the rest of these exercises and consider their implications for you personally.

LessThan9

Your honesty is commendable, but it will take more than honesty to improve your communication effectiveness. Consider taking a communication course.

Source: Comex—The Communication Experience in Human Relations, Sussman and Deep, South-Western Publishing Company, 1984.

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Essential Supervisory Skills to Managing Toxic StaffSource: Just Training Solutions, LLC

Taking time to:

• Provide positive feedback when staff do things right

• Acknowledge their contributions to the unit/department

• Take responsibility when problems occur within the unit

• Support your staff

As a member of management, it is important to uphold the policies and procedures of the agency and maintain professional boundaries with employees. It is essential that managers do not engage in toxic behaviors or toxic talk with employees.

During work hours, it is important the managers understand their roles and responsibilities of being a manager. It is important to enforce the rules/regulations supported by policies/procedures in a fair and consistent manner. The primary focus should be on performance of the employee not the personality.

Managers should acknowledge what an employee seeks in a job:

• Effective Communication

• Appreciation for Work Done

• Providing good service to the clients, community, and stake holders

• Job Security

• Promotions/Growth Opportunities

• Personal Loyalty to Workers

When toxic behaviors are displayed, here is a five-step process to deal with the toxic behavior accordingly:

Step 1: Identify the problem- Examine what the staff is not doing versus what the staff should be doing. Refer to:

• Policies/ Procedures

• Specific Job Description

• Emails and other written instructions/ evaluations, prior corrective action, and other

performance documentation

Step 2: Engage in an interactive dialogue with employee.

• Effective communication is vital!

• Confront the issue immediately – do not ignore issue or wish it would disappear

• Inform the employee that his/her toxic behavior or poor performance is causing a problem

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Step 3: Listen to employee’s reasons for poor performance.

• You must give staff the opportunity to share their perceptive

• Actively listen

• Take detailed notes

• Stay calm during the conversation

• Recognize potential legally protected rights

Step 4: Identify your responsibilities as a manager for addressing the performance problem.

• If potential legally protected rights are involved (disability, medical, or FMLA issue) refer to HR or appropriate person.

• If NO legally protected right involved, engage in effective Performance Management:

• Coaching

• Utilize Employee Assistance Program

• Provide specific training

• Corrective action (e.g., warning, suspension)

• Develop a Performance Improvement plan

Step 5: Identify your responsibilities as a manager for addressing the performance problem.

• Data: Collect any and all examples of poor work performance (e.g., offensive emails, documents with mistakes, time cards, etc.)

• Document: Carefully! Do not cite any legally protected rights (disabilities, medical and FMLA issues) in performance documentation.

• Details: Be specific. Avoid general and vague phrases such as “frequently late,” “poor performer,” “constant complainer.” Cite specific dates, times, and quotes. Also cite the policies being violated and job duties being performed. Record the excuses or reasons for poor performance.

When dealing with toxic behaviors, use the F.O.S.A sheet to provide guidance and direction to address the issue with the employee:

• Facts that define a problem. What Happened? When did it happen? Where did it happen?

• Objectives that explain the problem to the employee. Explain performance expectations

• Solutions to help the employee meet the objectives. Share how you could help.

• Actions that the employee must take for improvement. Explain what you will need to do if no

improvement occurs.

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Completing the F.O.S.A Sheet

Helpful Hint: The first thing you should always do is identify the problem.

Problem Statement: ___________________________________

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Resources: Workplace Insiders, Training Solutions, The Capable Manager, Benoit Consulting

Facts:

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Objectives:

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Solutions:

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Actions:

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Fishbone DiagramThe fishbone diagram is sometimes called a "cause and effect" diagram. This tool helps you discover the main causes of a quality problem and identify smaller causes that lead to the main issue. (Here is a fishbone diagram to identify the potential causes of the problem. The head of the fish represents what needs to change, while the bones of the fish identify the potential causes.)

As you can see, the template provides categories for you to think about as potential causes of the problem. These categories include people, processes, equipment, environment and management. You can add your own categories if you'd like. Your job is to think about the causes of your problem and fill in the categories with as much detail as possible. This tool helps you see that the problem is a system problem involving multiple dimensions.

DUIRR TECHNIQUE

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The DUIRR- Technique is a proactive, positive approach to dealing with difficult coworkers. In five steps, you can work through your annoyance and frustration with your co-workers while building your relationship with them.

Step 1: Determine your involvement. Determine if you are truly involved in this situation, and if so, to what level you are affected. Often, we find we are annoyed by others' behaviors that are not directed at us. In those situations, change your perception and reaction to the behavior, and let it go. If you are directly affected by the behavior, move on to Step #2.

Step 2: Understand the other person. When dealing with difficult people, it's easy to get caught up in the emotions of the moment. Instead, try to understand where they're coming from. Take a deep breath, and really listen. Do not interrupt or try to argue your position. Repeat back what was said to ensure you understand their perspective. Ask questions to clarify anything that is unclear.

Step 3: Influence his/her attitude. State specifically, in a non-confrontational way, how the behavior has affected you. Use "I-You" statements: "I feel humiliated when you yell at me in front of our coworkers"; "I cannot meet my deadline when you refuse to complete your part of the project on time." Do not try to place blame or find fault; rather, focus on preventing the problem from recurring in the future.

Step 4: Resolve the problem. Discuss the cause and effect of the problem behavior and ways to deal with it. Ask questions to get information, rather than just stating opinions. Remember, you can't change someone's personality, but you can adapt your reactions to it.

Step 5: Recover and go on. Once the problem behavior is addressed, don't hold a grudge. Let the incident go and move on. Dwelling on it will only increase your levels of stress and frustration.

Source: Early Care and Education Training and Consulting

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YOUR PERSONAL ACTION PLANIMPROVING YOUR WORKPLACE

Behavior(In the last six months, when

have you or a staff you supervise displayed toxic

behaviors? What behavior(s) were present?

Why Change?(How would changing

enhance your workplace and/or your relationships

with those you supervise?)

Needed Support(What do you need from

others to help you remain non-toxic behaviors displayed

by you or your staff?)

Anticipated Outcome

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Four AgreementsFrom the Toltec Religion…precursors of the Aztec

* Be Impeccable With Your Word *Speak with integrity. Say only what you mean. Avoid using words to speak against yourself or to gossip about others. Use the power of your word in the direction of truth and love.

* Don’t Take Anything Personally *Nothing others do is because of you. What others say and do is a projection of their own reality, their own dream. When you are immune to the opinions and actions of others, you won’t be the victim of needless suffering.

* Don’t Make Assumptions *Find the Courage to ask questions and to express what you really want. Communicate with others as clearly as you can to avoid misunderstanding, sadness and drama. With just this one agreement, you can completely transform your life.

* Always Do Your Best *Your best is going to change from moment to moment; it will be different when you are healthy as opposed to when you are sick. Under any circumstances, simply do your best and you will avoid self-judgment, self-abuse and regret.

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