As charcoal to embers and as wood to fire,
so is a quarrelsome person for kindling strife.
Proverbs 26:21 (NIV)
There is a client of mine who had a team that had been struggling for some time. While other teams around them were making great strides in their service performance, this one particular team languished in mediocrity. My quarterly training sessions with this team were sometimes painful. Silence. Arms crossed. No eye contact. No participation.
There was one member of this team who was, by far, the worst performer of the group. His performance on the phone calls we regularly assessed were so bad, that one almost had to willfully try to be that consistently awful to their customers. Over several years, the management team tried just about everything to motivate a change in this person. They tried offering cash bonuses for better performance, they provided remedial coaching (I had the joy of conducting many of the coaching sessions…ugh, also painful), they wrote him up on multiple Performance Improvement Plans with HR, and they made threats to fire him. Nothing worked. The longer this went on, I believe the more convinced he was that he didn’t really have to change and the more stubborn he became.
Coincidentally, I was asked at one point to mentor this team’s new supervisor. The newbie had been a member of the team for a long time and was promoted to his first managerial position. I watched him go through all of the same efforts as his predecessor trying to motivate behavior change in the team’s entrenched curmudgeon.
“What am I going to do with him?” the supervisor eventually asked me directly.
“Fire him,” I responded just as directly.
The supervisor seemed shocked by response. I explained.
“Look,” I said, “Your management team has wasted their efforts for years trying to get this person to perform. There is a well-documented track record of a bad attitude, poor performance, and an unwillingness to do any more than the very least that is required to avoid getting fired. His attitude has poisoned the entire team and your team will never be healthy until you get rid of the problem at the source.“
I had made this same suggestion multiple times to the supervisor’s predecessor and managers, but they could never take the final step of terminating his employment. I actually expected nothing different from the new supervisor, because he was new and firing a team member went against this client’s corporate culture.
I was, therefore, surprised to learn that my managerial protégé took my advice and fired the team member a short time later. Wouldn’t you know it? That year the team that had been mired in mediocrity reached their service quality performance goal for the very first time. I handed out more year-end performance awards to members of that team than ever. The team that had been so painful to train for so many years was laughing, cheering, clapping, and celebrating.
In today’s chapter, Solomon wisely says that a quarrelsome and contentious person is like adding wood to a fire. It spreads. My client’s entire team was stuck in their contentious mediocrity and poor performance because of one team member’s poisonous attitude. I wish I could say that this is the only example I’ve seen in my years of helping my clients improve the quality of their customer service, but it’s not. It’s actually fairly common. What isn’t common is a client’s willingness to do the right thing for everyone (especially their customers) and decisively extract the poison from the system whether it is firing the person or moving them to a different job with a different team that might be a better fit.
In the quiet this morning, I find myself thinking about other poisonous team members I’ve encountered in my vocational journey and the reticence, even in my own company, of confronting it. What I’ve observed over time is that these individuals really don’t want to be in their positions. Sometimes getting rid of a poisonous team member actually frees that person to find something better for themselves. I have followed the careers of a few fired team members on social media and it appears that they are much happier after finding a job that better suits their talents, desires, and personalities. And, some appear to be tragically angry and contentious people in any role no matter where they work.
At least a company can fire such a person. When the contentious and quarrelsome individual is part of a family system, it’s a far more difficult situation. Solomon had another proverb for such tragic circumstances:
To have a fool for a child brings grief;
there is no joy for the parent of a godless fool.
Wayfarer 