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Guest post by: Jennifer Loftus Become an Author

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How does an employee gain the label of “troublemaker”? For starters, there are several different types of troublemakers, as described by E-how:

• The Know It All: such individuals walk into the organization believing they know what’s best for it. They also have the tendency to fail in following through on big promises.
• The Schemer: these individuals try to reel fellow workers into their counterproductive side projects.
• The Gossiper: another individual that attempts to reel fellow workers into counterproductive activities, the gossiper tries to gather information, false and factual…and then air them to other employees when they feel inclined to speak.
• The Tattler: Take note that the tattler is not a whistle-blower. A whistle blower is merely alerting the proper authorities on improper behavior and actions as soon as they are aware of it. A tattler, however, similar to the gossiper, gathers information and disperses the information when he or she feels “the time is right,” or is angry about something. A tattler releases information when it is in his or her best interest…not for organizational growth.
• The Blamer: this troublemaker may be difficult to spot at first. Sometimes, it isn’t the employee’s fault. However, a blamer can be spotted if after some time passes a distinct pattern of “it’s not my fault” occurs. Blamers use scapegoats to explain their failures.
• Have you noticed some of these behaviors in your organization? How does one stay professional while dealing with such an individual? Despite the different types of troublemakers, your reaction to them is important. To start, if you find yourself in communication with one, listen intently and repeat the person’s concerns. By repeating to them whatthey'vesaid to you, troublemakers who are not aware they are troublemakers may take a note of how they sound and attempt to curb their behavior. The only time this would not be proper would be if the person is gossiping. Do not repeat gossip. Instead, inform the gossiper that you don’t want to participate.

If a situation occurs where you are upset with what you’ve been told or have witnessed, do not give the troublemaker the satisfaction of knowing they’ve upset you. Excuse yourself if necessary. Document instances of troublemaking and report immediately to a supervisor. Explain to your supervisor why the person’s behavior is a hindrance to your productivity and the organization’s.

Employees can only do so much when a troublemaker exists within the organization. To protect the possible strain that can occur from hiring and retaining such an individual, it is imperative that on the hiring level, all preventative measures are taken. This means conducting thorough interviews and checking background history with references. Be honest about the organizational culture and what behaviors the organization will not tolerate. Further enforce these principles during employee on-boarding/training. Spend time explaining the damaging effects of such characteristics. To take it a step further, include a workshop dealing on the topic for all employees to participate in.

Sometimes with our best efforts, troublemakers can slide through. As mentioned before, proper documentation and communication can limit the undesired behavior. Surely over time such characteristics will diminish in an individual if he or she is aware that these actions are affecting the organization negatively. It is important that everyone do his or her part in promoting a healthy organizational environment so that such behaviors do not fester and take over.

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