MANAGEMENT BRIEFCASE Ditch the Drama By Nan Wodarz, EdD How to quell
workplace drama and get employees back on track.
A
ccording to business consultant Cy Wakeman, author of No Ego, the average worker is distracted by drama for 2.5 hours per day. This translates to more than 17 hours a week, 68 hours a month, and 816 hours a year multiplied by the number of people on your team. The wasted time is a debilitating energy drain leading to a significant loss of productivity and taking a toll on the emo- tional health of the team.
Many of us thought we
left drama in high school; clearly, that is not the case.
What is drama? We can define drama as ineffective relationships that include unre- solved conflict that hampers, stops, or pro- hibits productivity. Drama is anything that causes “emotional waste” and keeps teams from delivering the highest levels of results. Although drama can take many forms, it usually manifests as gossip, backstabbing, tattling, power struggles, and meddling in others’ business.
Why Is This Happening?
Many of us thought we left drama in high school; clearly, that is not the case. These adverse behaviors follow us into the work- place for several reasons. Personal or profes- sional jealousy is a primary cause of drama. When anyone excels in any capacity—from the gym to genetics to intellect—it leaves the door open for others to feel inadequate and take “pot shots.” This type of subversive drama can tear a team apart.
Another source of drama is a lack of clar- ity. Wakeman explains this with an example.
40 MAY 2022 | SCHOOL BUSINESS AFFAIRS
Drama feeds the egos of negative people who feel some level of inadequacy. People choose how they will behave in the work- place. Those who have big egos and feel- ings of inadequacy gain attention and status when they “stir the pot.” Unchecked, this behavior fosters engagement without accountability, which leads to a sense of entitlement. It is here that the downward spiral of the ego begins and often presents itself in a series of power struggles with managers and naysayers.
Leaders report that about one-third of the time they spend dealing with drama is focused on addressing “ego behaviors.” The ego behaviors of negative staff members result in a leader’s
soothing employees’ hurt feelings, clari- fying misinterpretations or speculation, squelching hearsay or gossip, and combat- ting defensiveness, resistance to feedback, venting, complaining, and tattling.
What’s a Leader to Do?
Drama is exhausting for everyone. Not only does it create an uncomfortable, unproduc- tive, or even hostile work environment, it saps the energy of good employees. Ending
asbointl.org
When we are in the fog, we get confused and that is where our power struggles come in. . . . The one with clarity navigates the ship.” When in the midst of drama, members of the negative contingent are more precise about their beliefs than those who seek peace, the negative group will prevail.
Drama feeds the egos of negative people who feel some level of inadequacy.
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