Somebody, please help me determine how to deal with this guy!

Scenario:
Interviewed employees for a middle management position (no direct
reports, but lots of responsibilities.)
One guy stood out as having a lot of experience, and in depth answers
to interview questions about the role, how he would address issues,
and his overall approach to the types of tasks this job entails. This
guy obviously knew what he was talking about.
Hired the guy and he does good work (output)

Here's the problem:
He backstabs.  He backstabs his coworkers and peers in other
functional groups.  He backstabs his boss.

He does this by positioning himself as the domain expert (subject
matter expert) and by saying all the things that they are doing wrong
and what he would do about it.  He also keeps trying to tell everyone
how smart he is (via humor, coming right out and saying it, or playing
the one-upsman game during discussions.)

It's clear he's going for the boss's job. (Clear to the boss. Clear to
the peers.) But... potentially not clear to the higher ups who might
not be exposed to all this political game playing.  He puts down the
boss to the team, sends terce emails and CCs the boss's boss, and
keeps trying to insert himself in projects the boss is working on. He
has stated that he is working at a position lower than what he
deserves and lower than what he's earned with his experience, yet,
he's not acting like a solid leader with integrity.

So, the question is: What is driving this behavior?  Is it self esteem
problems, arrogance, what?  And, are there any online resources either
pointing to this type of personality problem or suggesting ways to
deal with it?  Do you (the GA community) have an idea of how to deal
with it? (from the peers, the boss, etc.?)

He's toxic to the team, but does good quality output.  It's a big
company with formal "performance improvement plans" but no formal way
to deal with this type of scenario.

Help! :-(

Nothing to much that you can do. I mean I am sure that you are going
to get a few ideas but you seem to want something to completly resolve
this issue. The deal is he thinks he knows what he is doing he is
playing everyone just so he looks good. Your recourse should be that
you out peform him at work, make sure that you stand out amoungst your
peers and let your bosses know that you exsist. Be more creative at
work and make sure that you stand out and stand out well.

Although it is not explicitly stated I will presume that you are the
"Boss" who hired the guy.

Whatever happens in the next twelve months you must, for your own
health, be able to say to yourself, "I recognized the threat and I did
act", rather than "I shouldah dun sumthin".  Better to act and *maybe*
be wrong than to
sit passively while he undermines you out of a job.

Get at least two copies of the following book, one for you and one for
lending to *your* boss or others.

http://www.mobbing-usa.com/book.html

"MOBBING: Emotional Abuse in the American Workplace"
Civil Society Publishing, second printing 2002
ISBN 0-9671803-0-9   

If not available in your local bookstore then the above url includes a
boxed citation directing you to a book distributor.

You need to preempt the gathering threat.
Get a notebook.  Write up the sociopath's behaviour each day when you get home.
Don't leave it at work.

In other words, out-document him.  He is probably already
"documenting" you, especially when it writes those terse emails. 
There may be other, worse, emails he writes that he does not CC you
on.

See if you can catch him in lies, preferably in writing.

Make discreet inquiries at his former workplaces.  Maybe he lied about
why he left. They might be willing to divulge their view of his
reasons not that the cancererous tomor is lodged on *your* jugular.
 
If you *are* his Boss and you do the performance improvement
plans/evals then you must use that vehicle to document the toxic
behaviour. It is highly unlikely that such a person will make genuine
changes but you must have it in writing first.

Some companies use full "360" evaluations as a way to find out from
all an employee's contacts (peers, co-workers, boss, boss's boss,
clients (both internal and external) how someone "performs" rather
than just the one
superior.  Since such employees are good at managing up (when they want)
they can usually bamboozle their immediate superior. 

If you *are* his boss then he probably feels that he has gotten
everything out of you he needs and so it he now moved up and is trying
to impress the boss's Boss by undermining you.
 
If you are his Boss then you know how convincing a glib "communicator" can be 
so you must not doubt your instincts--this guy will not stop until his
Boss is "down-sized".

It would help the Researchers if you felt comfortable providing the
State as each State has different laws.

- I am not a Researcher -

Please excuse my sloppy typing.
Correction:
Make discreet inquiries at his former workplaces.  Maybe he lied to you about
why he left his former workplaces. They might be willing to divulge
*their* view of his reasons for leaving now that the cancerous tumor
is lodged on *your* jugular.

This guy's *boss* needs to speak to their boss.  Let them know that
you've got this great competent new guy in your team but that you
still need to develop his team work and personal skills.  Now the
*boss* needs to get on a manage him. If his ideas are good give him
permission to make changes, maybe manage a project, let him know that
his people skills are failing him.  The *boss* hired him because he
was good in his subject field - let him get on and prove this.  The
last thing the *boss* should do is feel threatened as things stand
this guy still has a lot to learn before he can manage a team.  If the
new guy was so good why did he apply for and accept a lower paid job. 
I once worked with a CEO who respected most the members of staff who
would challenge/critize their superiors while treating their
subordinates fairly.

I liked grthumongous's response. However, I would not waste my time
becoming what this guy already is. Let him alone. If his work is so
great, then perhaps he deserves the higher up position. But don't
worry. It is highly unlikely that you are the only one that sees his
behavior, and no one with any intelligence will allow him any more
responsibility. I hate to say this, but a good employee SHOULD want
the boss's job. (Whether they are worthy of it is another story.)

Perhaps you COULD get rid of this guy, but what about the next?

Instead, direct your energies toward trying to create a policy that
includes peer reviews.

Why dont you ask him?

BB

Hi a-Hair,

The theoretical subject applied for a job below his capacity to get
his foot in the door of a company for which he wants to work. His
level of expertise was not matched by the jobs available, so he took
the next best option. He walked through the interview with this
expertise and probably his intense study of the company. I admire him
in that respect, but not the other respect as to which you describe.
His impatience with promotion is displayed by obviating his expertise,
at the expense of others. This may work for him in the short term. He
is focused on his promotion without looking at the fact that he will
lose the support of those like you, when he DOES become the boss ..
which he will.

You have two choices. Do as he does, and pick out his faults, backstab
him and so forth to no avail. OR, use him to your own advantage. Ask
for his valued advice on a project, load him down with work, have your
co-workers do the same and actually help this guy toward a promotion.
Multiply your asking with the aid of your co-workers if he believes
that he is so beneath his talent. He will do one of two things. He
will either disappear or move on up. You and your co-workers must
forever remind him of the support you gave him and the advice you
shared. Give it back to him, but in the way that supports his view.
Then it's up to him to deliver the goods once promoted. A bit of
reverse psychology goes a long way. Eventually, he will pull his head
in and start listening to you.

Phil

I very much disagree with the comment by david1977. "Nothing to much
that you can do."
Whoever is the boss of this individual  (whether it is the questioner or not) 
must speak to him in private (this should be done as soon as possible
and it certainly should not wait till the next performance appraisal),
tell him his behaviour is inappropiate /obnoxious and he must stop it
immediately. The boss must also quote specific examples of incorrect
behaviour. This is what bosses get paid to do! Just because the
employee produces good output does not make him an overall good
employee. As well as the quality of his work there are other aspects
to an employee's competance including his ability to get on with his
co-workers. Regarding the boss's boss he should simply be kept fully
informed by the boss of the actions been taken.
People like this normally dig a big enough hole for themselves that
they will never get the promotion they desire (unless they have some
very good comtacts in the company)

Regards DPRK007
PS if you are not the boss of the individual in question I think you
should tell the boss what I have explained.

dprk007, He did not say that he was the boss so I was looking at it if
he was a fellow coworker.

Originally posted by: grthumongous-ga 
Make discreet inquiries at his former workplaces.  Maybe he lied to you about
why he left his former workplaces. They might be willing to divulge
*their* view of his reasons for leaving now that the cancerous tumor
is lodged on *your* jugular.

I am not sure about all states, but in the state I live in it is
illegal to ask such questions. The only thing a referance can tell you
is on weither or not that the person in question is re-hireable.

david1977
It is not clear whether the questioner is the boss or a coworker. He/she does 
however ask what a boss/peer should do. If it is a peer or co-worker
and they are getting unpleasant treatment from this person , then the
first thing to do
is to tell the individual in a direct and assertive manner to stop. If
this does not change his behaviour , then the co-worker should go
directly to his boss and ask that the boss do what I recommend. If the
boss does nothing ,then the problem is as much the Boss's as it is the
individuals.
Indeed i would say thah scenarios like the one that has been described happen
in the office environment many ,many times and fester because of spineless
managers.    
Regarding your comment about checking the person's previous employers may be
illegal , I would also suggest it is a waste of time (as is reading
books about the situation, or indeed attempting to analyse the
motivation for the person's obnoxious behaviour) When a company hires
someone they should attempt to get as good as picture as possible
through the interview, references and what they have said in
Resume/CV. However once they are hired , this is all really water
under the bridge and the person should be judged on his performance at
the current job.
Thanks
DPRK007

Hello anonymussedhair.

This is the first time that I have written to this forum (or any forum
for that matter. I hope that the following helps......


If you are the boss of this employee I would suggest having a look at
the "Dealing With The Negative Employee" Article at the following URL 
"http://www.employer-employee.com/october2002tips.html#Web"

I understand that the behaviour is politically motivated rather than
negative but the steps still can be applied. The steps are:

1.) Observe and quantify the negative employee's behavior 
- This is necessary to ensure that any discussion will be "facts based"

2.) Get organizational support:
- In this case I would raise the issue with the Bosses Boss.

3.) Forget the confession of wrongdoing
- This step obviously assumes that raising the issue directly with the
employee. As others have suggested this is best done in private.
- I would probably commence the discussion as a " Your behaviour could
be interpreted as....."  this means that you are not accusing the
employee of anything, rather making him aware of the implications of
his actions. Sometimes employees are not even aware that their actions
can be interpreted in this manner.

4.) Affirm the organization's core beliefs
- If your organisation has nothing like this emphasise the fact that
no-one is perfect and that teamwork is essential to the functioning of
the team.

5.) Offer to help the negative employee
- If they feel that there suggestions are not being heard offer to
establish a "Suggestion Box" process.
- Remind the employee that all communications to the bosses boss
should come through the boss ( if you are the boss that is)to ensure
that the senior management is not swamped with trivia.
- If they feel they are working in a job that is beneath them offer to
help them find a challenging role ie providing a reference, referring
them to HR etc.

6.) Inform the negative employee that future work performance reviews
will include both objective and subjective measures
- I would not go down this path unless the discussion becomes
adversarial, however I you should suggest that the situation be
reviewed after a suitable time period i.e. 1 month.

7.) Do not make the negative employee more negative
- This is extermemly important, everyone "needs" to feel needed, I
would finish the conversation expressing the strong points of the
employee, he is a senior member of the team, he is a strong performer
and part of the role of any senior tema member is to foster teamwork
and co-operation which is what you are asking him to do.

Good Luck !!!!