Dealing with a toxic senior team member is challenging. How can you effectively address their behavior?

I have a strong aversion to toxic behavior, and my experience has taught me that not every situation has a solution. While I am kind and understanding towards those who work constructively within the team and need support, I can be equally decisive when it comes to removing someone who disrupts the team. Of course, there’s an initial awareness phase where you address the person’s shortcomings privately and work towards restoring balance. However, in 90% of the cases I’ve encountered, exclusion was the only viable solution. Each time we made the decision, I found myself thinking, ‘We should have done this sooner.’ Removing toxic individuals from your organization is an investment in the well-being of the good people!

It's important to approach the situation with professionalism when providing feedback to a senior or senior team member. We should create an environment which is conducive for a constructive discussion. Also, the focus should be on the behavior or actions, not the person so it's imp to frame your feedback around specific behaviors or actions rather than making it personal. This helps to keep the conversation objective and focused on the issue at hand. I would also recommend to use a feedback model like the "SBI" model - Situation, Behavior, Impact. Describe the situation, the specific behavior you observed, and the impact it had on you, the team, or the project.

DIG DEEPER The first step is to take a closer look at the behavior and what’s causing it. If you find there’s a reason for why they’re acting the way they are, offer to help.

Addressing a toxic senior team member requires a tactful approach. Start by documenting specific instances of problematic behavior. Schedule a private, direct conversation to discuss concerns, focusing on how their actions impact the team and work environment. Set clear expectations for behavior and outline consequences for continued issues. Offer support or coaching if needed, and involve HR if necessary. Maintain professionalism and consistency in handling the situation to foster a positive team culture and prevent further toxicity.

GIVE THEM DIRECT FEEDBACK Most of the time people are too focused on their own behaviors and needs to be aware of the broader impact. It’s crucial to give direct and honest feedback, so they understand the problem and have an opportunity to change. Objectively explain the behavior and its effects, using specific, concrete examples.

Here is the format I use for those discussions: 1. Present the problem with specific examples 2. Let them give their side 3. Put them in the shoes of the other person 4. Discuss solutions 5. Action plan agreement If they cannot get through the format of that conversation they are probably not worth keeping around.

Assuming the senior member works for you 1. reflect on how your own behaviour/leadership style has contributed. Behaviour is poor, before it’s toxic. If you have not addressed behaviour at the poor stage before it gets to the toxic stage you are implicitly giving permission for the behaviour to escalate. 2. Then be curious ask A. what’s going on with… individual, team, project etc B. Inform what your observations are… or I’m hearing …. C. Ask Is there anything I should know about? (This is their opportunity to fill in any gaps to the story you know) D. State how you want them to behave /act. E. Ask what do they need from you to do that? F. Reflect on what you need to do differently to support the change.

Confronting a colleague about their detrimental actions resembles defusing a ticking bomb: it requires precision and caution. You must highlight the specific wires—behaviors—that are causing harm while balancing the urgency of your message with an openness to hear their side, lest the situation explode into further chaos.

I think it's essential to speak privately with the senior team member when you've found out about a pattern of toxic behavior. When you start the conversation, provide concrete examples of their actions and how they affect the team. Please pay attention to what they say and make what needs to change apparent. It's critical to convey that although their qualifications and experience are appreciated, their actions must also be consistent with the team's principles and objectives. This two-way discussion aims to identify any underlying problems that might be causing the poisonous conduct.

EXPLAIN THE CONSEQUENCES If the carrot doesn’t work, you can also try the stick. People tend to respond more strongly to potential losses than they do to potential gains, so it’s important to show offenders what they stand to lose if they don’t improve.

It is critical to set some boundaries. There has to be a tolerance limit. And whenever this limit is crossed, be assertive in expressing your thoughts, feelings, and concerns. The best way to handle a bully or a toxic person is to stand in front of them and not give them a free pass due to fear. Confront them when they cross your boundary and they will retreat.

Addressing toxic behavior in a senior team member requires a firm and structured approach. In one of my projects, I encountered a senior colleague whose negative attitude was impacting team morale. I applied the DESC (Describe, Express, Specify, Consequences) framework to confront the issue. By clearly describing the behavior, expressing its impact on the team, specifying the needed changes, and outlining consequences, we were able to re-establish a professional environment. This method not only set clear boundaries but also empowered the entire team to uphold a culture of respect. For more strategies, "Crucial Conversations" by Patterson, Grenny, McMillan, and Switzler is an excellent resource.

When working with a toxic senior team member, setting clear limits is imperative. Clearly state what actions are not allowed and the repercussions of crossing these limits. Enforcing these rules equitably and consistently is crucial, irrespective of a person's standing within the organization. By establishing these guidelines, you communicate to your whole team that you value collaboration and respect at work and that toxic behavior will not be accepted.

Set clear and firm boundaries. Define acceptable behaviors and the consequences of crossing these boundaries, ensuring that expectations are communicated transparently. By establishing these limits, you create a structured environment that minimizes negative behavior and reinforces a professional standard, helping to foster a more respectful and productive team dynamic.

Dealing with a toxic senior team member is tough, but your team's well-being should always come first. I once had to confront this head-on. I prioritized open communication, encouraging team members to share their concerns. Then, I had a direct conversation with the senior member, focusing on how their behavior impacted the team, not just the business. It's crucial to offer support, provide feedback, and set clear expectations. Remember, creating a safe, respectful environment is non-negotiable—everyone deserves that.

Dealing with a toxic senior team member should prioritize the health of your team. You can support impacted people by listening to their worries and lending a sympathetic ear. You can also implement solutions to lessen the adverse effects of toxic conduct, such as assigning tasks or allocating more resources. Your team can be empowered to overcome these obstacles by establishing an environment of mutual respect and open communication, which will reinforce the importance of each member's efforts.

I start by maintaining open communication channels. I regularly check in with my team members to understand their concerns and provide a safe space for them to express their feelings. I offer resources like counseling or stress management workshops to help them cope with the impact of the toxic behavior. I reinforce positive behavior by recognizing and rewarding contributions that align with the team’s values. Additionally, I organize team-building activities to strengthen relationships and morale. By actively listening, providing resources, and fostering a positive environment, I show my commitment to their well-being and help mitigate the negative effects of the toxic behavior.

Protect the Team: Ensure that the rest of the team feels supported. Encourage open communication and reassure them that their concerns are taken seriously. Create an environment where team members feel safe to share their thoughts.

Supporting my team is my top priority, especially when dealing with a toxic senior team member. I make sure to actively listen to my team’s concerns and take them seriously, reinforcing that their well-being matters. For instance, if someone feels undermined, I might reassign projects or offer additional resources to ensure they can continue to perform without the negative influence. I also encourage open communication, letting everyone know that they can speak up without fear of retaliation. By fostering a culture of respect and actively addressing these issues, I empower my team to navigate challenges confidently, knowing that their contributions are valued and that I am committed to maintaining a positive work environment.

ACCEPT THAT SOME PEOPLE WON’T CHANGE Of course, you should always hope that the person can change but not everyone will respond to the tactics listed above. In those extreme cases, you should recognize that you won’t be able to fix the problem and begin to explore more serious responses. If you conclude that you really need to fire the person, you must first document their offenses and any response you’ve offered so far. Include “supporting material” too: formal complaints, relevant information from performance evaluations, such as 360- degree or peer reviews.

Dealing with a toxic senior team member is tough, but it's crucial to address it head-on. I once worked with someone whose negativity was draining the team's morale. We had a candid conversation, set clear expectations, and monitored progress closely. It's not just about one talk—it's about consistently checking in, offering support, and holding them accountable. Over time, I saw improvements, but it required patience and persistence. Remember, change is a journey, and as leaders, we're there to guide it, not just demand it.

This process starts by documenting specific incidents or behaviors that need addressing, followed by creating a detailed improvement plan. Helping the individual understand the impact of their actions and how they can better align with the team’s values and goals. By consistently following up and evaluating changes, I can ensure the individual is moving in the right direction while maintaining a positive work environment for the rest of my team.

I keep an eye on any changes in the senior team member's behavior and pay attention to the overall dynamics shifts within the team. Regular check-ins and feedback sessions allow me to recognize and reinforce positive changes, which I believe is crucial in encouraging continued improvement. For example, in my outsourcing business, I had a situation where a senior team member’s negativity was affecting morale. After our discussion and setting clear expectations, I noticed a positive shift in how they interacted with others. However, if the toxic behavior persisted, I was fully prepared to escalate the matter, including involving HR or considering termination.

Following problem-solving and boundary-setting, it's critical to assess development. Note any alterations in the senior team member's demeanor and the team's general dynamics. Provide constructive criticism and acknowledge advancements to promote persistently good conduct. Be ready to take additional action if toxic behavior continues despite your best efforts. To safeguard your team and business culture, this action can involve contacting human resources or, in extreme cases, considering termination.

Dealing with a toxic senior team member is tough, and I've been there. I found that offering resources can make a difference. I once worked with a senior leader who was struggling, and it impacted the team. Instead of confronting them aggressively, I suggested coaching and stress management workshops. They were initially resistant, but over time, these resources helped them reflect and improve. It's about supporting growth, not just pointing out flaws. Sometimes, the right support can turn a situation around.

1. When dealing with a toxic senior team member, use the 3Rs framework to address their behavior effectively: - "Record" - Document specific incidents, including dates, times, locations, and the impact on the team. This helps to track patterns and provides evidence for future discussions. - "Reframe" - Schedule a private meeting and reframe their behavior by focusing on the impact rather than making personal attacks. Use "I" statements to express concerns and avoid blame. - "Redirect" - Collaborate to redirect their behavior by setting clear expectations, defining acceptable communication styles, and establishing consequences for non-compliance. Offer support and resources to help them adjust their approach.

Think of professional development resources as a gym membership for your team. When you invest in training programs that enhance leadership and interpersonal skills, you're not just helping one individual get stronger; you're creating a supportive fitness community that encourages everyone to build resilience against stress. Just as people who work out together motivate each other towards their goals, your team will benefit from shared growth and improved dynamics when equipped with the right tools.

I had different experience of dealing with such member and while consequently by trying almost every nook & corner to redress things didn't change

Professional development: Provide opportunities for the team member to improve communication and interpersonal skills. Coaching: Offer one-on-one coaching to address specific behavioral issues. Mediation: Consider involving a neutral third party to facilitate a productive conversation. Organizational support: Utilize HR or employee assistance programs for additional guidance and support.