81
Putting an End to Backstabbing by Direct Reports

STRATEGY

If the coffee break is the number one entitlement workers hold sacred, complaining is a close second. Employees consider gripe sessions as no more than a healthy “venting” of petty frustrations. But when someone repeatedly and maliciously directs complaints at colleagues behind their backs, it's not only the employee that's being attacked—so is the efficiency of the workplace. The goal of this script is to bring such backstabbing to an immediate halt. The secret is investigation and verification. If you haven't witnessed the backstabbing first hand, you must verify it. That's because it's not uncommon for an employee to try to manipulate management into punishing an office enemy by alleging backstabbing. Verifying a complaint means interviewing all the affected workers, including the alleged perpetrator. Quite often the investigation is enough to bring the problem to a halt: word spreads you're aware of the problem, consider it serious, and are ready to deal with it accordingly.

TACTICS

  • Attitude: Everything you do or say must demonstrate that management considers backstabbing a serious offense. Remember, as a manager you must overcome the time‐worn “venting” viewpoint, as well as the silent discomfort inherent in investigating employee–versus–employee issues. To do that your attitude must be serious and straightforward every step of the way.
    Flow diagram depicting a course of action for 81. Putting an End to Backstabbing by Direct Reports with an opening statement, situations, and responses.
    Flow diagram depicting a course of action for 81. Putting an End to Backstabbing by Direct Reports with situations and responses.
  • Preparation: The unease workers feel bringing backstabbing to the attention of management is part of the shield protecting the abusive employee. You must be prepared to penetrate this wall of silence. Individuals should be told they're not being singled out but are among many being interviewed. Emphasize that all responses are strictly confidential. Solicit feedback about the problem in general without attaching a name to initial queries. However, once initiated, the interview should call upon specific incidents, and you must press for the identification of a specific individual. Collective anonymity can provide a cover that encourages honest responses. It will also add considerable weight to the meeting with the actual backstabber.
  • Timing: Move quickly in confronting the problem. This shows the seriousness of the issue and the depth of your resolve in dealing with it. When you have finished gathering verification, notify the guilty employee in writing of the date and time of a meeting to discuss “a matter of serious mutual concern.”
  • Behavior: Establish that you consider the problem serious, and that you're unquestionably in charge of solving it. Stay behind your desk, seated. Be straightforward and specific. Deal with the problem as an existing one, not a suspected one. Review what the problem is, how you verified it, and what you'll do about it. Don't engage in debate. Say you have the verification and want the problem to stop. Conclude the meeting by citing what specific action you will take if there are further occurrences of the problem.

ADAPTATIONS

This script can be modified to:

  • Respond to other types of nonsexual harassment in the workplace.

KEY POINTS

  • Take all observed or reported incidents of backstabbing very seriously.
  • Verify that the behavior took place. Never act on hearsay or inconclusive evidence.
  • Confront the individual involved from a position of absolute certainty. No debating.
  • Be straightforward and humorless in presenting information and eliciting responses.
  • Be unrelenting in underscoring the seriousness of backstabbing behavior.
  • Be absolutely clear about what will happen if the behavior occurs again.