Axiom Staff - Management Training Program: Navigating Disruptive Workplace Behaviors
- Axiom Staff
- Apr 1
- 4 min read
Below is a series of topics for a management training program inspired by the scenario involving Lisa (the disruptive co-worker) and Scott (the manager) at TechSphere. These topics are designed to equip managers with the skills to identify, address, and prevent similar workplace challenges, while fostering a healthy, productive team environment. Each topic builds on the last, creating a comprehensive curriculum to handle manipulative behaviors, rebuild trust, and strengthen leadership.
Management Training Program: Navigating Disruptive Workplace Behaviors
Objective: Equip managers to identify early signs of disruptive behaviors, such as lying, manipulation, or undermining authority.
Key Points:
Common red flags (e.g., inconsistent stories, clique formation, unexplained drops in morale).
Differentiating between intentional disruption (like Lisa’s actions) and unintentional conflict.
Case study: Analyzing Lisa’s behavior—how her lies targeted vulnerabilities and destabilized the team.
Activities: Role-playing scenarios to spot subtle manipulation; group discussion on real-world examples.
Objective: Provide insight into the motivations and personality traits behind disruptive actions to inform management responses.
Key Points:
Overview of traits like narcissism, Machiavellianism, and antisocial tendencies (as seen in Lisa).
Emotional drivers: insecurity, resentment, or need for control.
How these traits impact team dynamics and leadership authority (e.g., Scott’s eroded trust).
Activities: Personality trait quiz (e.g., simplified Dark Triad assessment); discussion on empathizing without excusing behavior.
Objective: Teach managers how to address disruptive behavior professionally and protect the organization legally and culturally.
Key Points:
Steps to confront employees (e.g., Scott’s meeting with Lisa): evidence-based, calm, and focused on impact.
Importance of documentation: tracking incidents, statements, and outcomes.
Avoiding escalation: De-escalating defensiveness while maintaining authority.
Activities: Mock confrontation with a “Lisa” character; drafting sample documentation for HR.
Objective: Guide managers in designing and enforcing PIPs to correct behavior while setting clear boundaries.
Key Points:
Crafting a PIP: Specific goals (e.g., honesty, collaboration), timelines, and consequences (as with Lisa).
Monitoring progress: Regular check-ins and measurable outcomes.
Balancing support with accountability: Offering resources (e.g., EAP referral) without enabling.
Activities: Create a sample PIP for Lisa; role-play a PIP review meeting.
Objective: Equip managers to repair team morale and cohesion following a disruptive employee’s actions.
Key Points:
Addressing fallout: Mediating conflicts (e.g., Priya and Mark’s tension) and clarifying misinformation.
Transparent communication: How Scott can rebuild credibility with the team.
Team-building strategies: Restoring collaboration through shared goals and open dialogue.
Activities: Facilitate a mock mediation session; design a team trust-building exercise.
Objective: Enhance managers’ ability to use emotional intelligence (EI) to manage and prevent disruptive behaviors.
Key Points:
Core EI skills: Self-awareness, empathy, and interpersonal regulation.
Applying EI to Lisa’s case: Reading her motives, managing Scott’s frustration, and supporting the team.
Preventing escalation: Using EI to de-escalate tensions early.
Activities: EI self-assessment; scenario-based EI response practice.
Objective: Teach managers to foster a workplace environment that discourages manipulation and rewards integrity.
Key Points:
Setting expectations: Clear policies on honesty and teamwork.
Role modeling: How Scott’s leadership can counter Lisa’s influence through consistency and openness.
Encouraging feedback: Safe channels for employees to report concerns without fear.
Activities: Draft a team “code of conduct”; brainstorm transparency initiatives (e.g., regular Q&A sessions).
Objective: Prepare managers to work with HR and external support systems to address complex employee issues.
Key Points:
Partnering with HR: When and how to escalate (e.g., Lisa’s PIP and EAP referral).
Utilizing EAPs and therapists: Supporting employees while protecting the team.
Legal considerations: Ensuring compliance with employment laws during disciplinary actions.
Activities: Simulate an HR consultation; review a sample EAP referral process.
Objective: Help managers maintain their own well-being when dealing with challenging employees like Lisa.
Key Points:
Coping with stress: Scott’s emotional toll from Lisa’s undermining.
Avoiding burnout: Strategies like delegation, self-care, and peer support.
Staying objective: Separating personal frustration from professional decisions.
Activities: Stress management workshop (e.g., mindfulness exercise); create a personal resilience plan.
Objective: Empower managers to build teams resilient to future disruptive behaviors.
Key Points:
Hiring for fit: Screening for red flags during recruitment.
Ongoing training: Equipping teams with communication and conflict-resolution skills.
Monitoring team health: Regular pulse checks to catch issues early (e.g., before Lisa’s lies took root).
Activities: Design a proactive team health survey; develop a hiring interview question set.
Program Structure
Duration: 10 sessions (1-2 hours each), spread over 5-10 weeks.
Format: Mix of lectures, interactive workshops, and case studies based on the Lisa-Scott scenario.
Target Audience: New and mid-level managers at TechSphere or similar organizations.
Outcome: Managers emerge with practical tools to handle disruption, strengthen teams, and lead with confidence.
This program not only addresses the immediate fallout from Lisa’s behavior but also prepares managers like Scott to prevent similar issues, ensuring TechSphere thrives despite interpersonal challenges.
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