Build bridges to break cliques

What can you do about frostily competitive colleagues whose behaviour borders on downright rude? DR MARIE WILSON is associate professor of management at the University of Auckland, research director of the ICEHOUSE business accelerator and a veteran of 20 years in corporate management and small business.

Q. I read a piece in the Herald recently (Manners maketh the company, Employment, June 29) about manners in the workplace.

There are a couple of people here (an Auckland professional services firm) who have their obvious favourite colleagues and ignore everyone else, to the point of deliberately not responding, depending on whether any senior managers are in earshot, or saying the minimum back while averting their eyes.

It's pointed and catty, and those of us on the receiving end wonder if it's a competitive thing. It seems so juvenile and unprofessional, and some of us are avoiding certain colleagues because of this unpleasantness.

I can see that might become a problem, as we are a big company which often forms special project teams - and you never quite know with whom you will end up working. And I can see impacts on the company's function if people are closed off to each other.

Should we say something to those people's superiors about their manners and attitude, or is that inter-personal issue outside disciplinary attention?

Or what if managers just ignore it? A couple of us did discuss a direct approach to the people concerned but thought that would be difficult - this has gone on for so long now.

A. I think a direct approach is a good idea, but just walking up and asking people to talk to you may not be the best way to achieve this. Networking is important, but it is also a bit of work.

What about breaking the problem down in a few steps? First, see if there is one person who is on the "in" but who is a bit more friendly.

Return their friendship and use them as a bridge to the others. Extend the circle by having lunches with a few from each side. Perhaps suggest management sponsor some team-building events: depending on the culture of your company, it might be anything from lawn bowls to paintball, but with a competitive element and teams drawn from a hat.

You might quickly achieve a different set of groupings and more comfortable working relationships.

Breaking down existing boundaries makes for a better social environment at work, which, as you suggest, does improve the teamwork that we increasingly expect in the workplace.

Q. Two of my staff members seem to be having a competition for who can be the latest in turning in project work, arriving at meetings, you name it.

I suppose I could start a disciplinary procedure on them, but it's been such a long-standing habit that I would certainly have my work cut out for me, and their work, when it finally does arrive, is very good. Any suggestions?

A. As this is a consistent pattern, we can rule out a few unrealistic deadlines or miscommunication. If it were just their projects that were late, then perhaps it could be the amount of time required to complete it to the level you have noted.

Beyond that there are a few common reasons for perpetual lateness. The most common is that lateness is, usually unintentionally, rewarded.

Nothing of any consequence happens in the first few minutes of a meeting, or they don't start on time anyway, so why not come late?

If you turn your work in on time, you're just given more, or the probability goes up that you'll have to change something, so why not delay, and then your boss is so grateful when it does show up.

The second most common reason is that there are no consequences at all: deadlines are set as a matter of course, but nothing happens if you miss them and everyone suspects that they aren't real.

The third most common reason for consistent lateness is a need to demonstrate power and control. Some staff feel more powerful or in control when they can make others wait for their work, graciously acknowledge and accept their late entry to meetings (and provide a recap of what has been missed), or compensate for the problems that lateness causes.

If you believe this may be the root of the problem, then discussing the matter with the two tardies is the first step, followed by responding firmly to each episode of lateness, asking for apologies on the spot for late arrival at meetings, and insisting that they stay late to finish projects on the day they are due.

You note that this is a long-standing pattern: you should expect that it will take a lengthy period to change.

And don't forget to recognise progress when they do perform on time.

* Email your questions for Dr Marie Wilson to answer.