MANAGEMENT BRIEFCASE


the drama may feel like an over- whelming task. Wakeman offers sev- eral strategies to create a healthier environment in which your team members can flourish.


Set Great Expectations. For exist- ing teams, work together to develop a set of belief statements that focus on positive working conditions. For new hires, during the onboarding process, emphasize the expectation of professional comportment.


Give the Benefit of the Doubt. A good deal of drama stems from inac- curate or unkind assumptions. Help your team by setting an expectation that they will consciously begin by assuming noble intent and give the others the benefit of the doubt.


Nip It in the Bud. If setting expec- tations has not eliminated the unwanted behaviors, intervene as soon as possible. Identify the perpetrators, counsel them indi- vidually, spell out the personal and professional ramifications of their behaviors, and stop the spread of negativity. If the issue is widespread, address it in a team meeting or via department-wide correspondence. To eliminate further questions and gossip, be forthcoming about the situation.


Close Down the Venting. We have all had an employee who dumps their negativity in our lap. They end their complaints by stating that they don’t want us to do anything; they just wanted to vent. This behavior is childish and can literally raise everyone’s blood pressure. Refuse to listen to venting; quickly turn the discussion to reality by bring- ing the relevant parties together to resolve imagined or fundamental differences.


Verify Reality. Many people pre- fer to paint themselves as victims rather than concede that they play a role in the problem. The best lead- ers realize this and are able help team members transition from


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o ensure the drama discussion is structured and productive, ask these questions.


 Where is there a lack of clarity?  What is the relationship issue?  Where is the resistance, and who is resisting what?  What do you know for sure?  What would be most helpful in this situation?  What could you do that would add value?  Would you rather be happy or right?  What is more helpful in this situation: your expertise or your opinion?  How can we make this work?


being victims to being part of the resolution. Ask good questions (see sidebar), insist that the discussion be based on actual data, and rise above the drama.


Clarify What Drives Decisions. Human beings are programmed to defend their territory, and that behavior spills into our profes- sional lives. Some people challenge anything that is contrary to their personal preferences (an ego behav- ior). Emphasize to the team that personal preferences do not drive decision making. Coddling people’s desires ultimately creates a dysfunc- tional team and limits continuous improvement.


Check Your Ego. The team mem- bers who thrive on drama are also the ones who tend to mirror the emotions of others. As you engage in sensitive discussions, you will be more effective if you do so with self- reflection and engagement rather than emotion and anxiety.


Taming the Drama


Drama in the workplace is a drain on everyone, but It is easier to ignore poor behavior or drama than to deal with it. Sometimes, however, those who create the most drama are also those who have the most outstanding skills, and we tend to navigate around the issues rather than confront them. In the short


term, this might work; however, as a long-term solution, we are simply exacerbating the problem as team morale plummets. The only lasting way to manage drama is to confront it calmly, set clear expectations, and follow through should there be a reoccurrence.


References


“10 Ways to Cut Workforce Drama and Make Work Fun Again” by Martin Zwilling. Inc. www.inc.com/martin- zwilling/10-ways-to-cut-workplace-drama- make-work-fun-again.html


No Ego: How Leaders Can Cut the Cost of Workplace Drama, End Entitlement, and Drive Big Results by Cy Wakeman. New York: St. Martin’s Press, 2017.


Nan Wodarz is interim head of Linden Hall School for Girls in Lititz, Pennsylva- nia. Email: nanwodarz@gmail.com


Coming in the June SBA


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Risk Management and Equity


• Booster Club Fundraising


• Cybersecurity Best Practices


• Fiscal First Aid for School Districts


SCHOOL BUSINESS AFFAIRS | MAY 2022 41


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