Tag Archives: relationship


In an organization, everyone must have the opportunity to speak to have his or her point or ideas heard.

Speaking directly to people is more powerful and persuasive and less irritating than implying, insinuating and inferring.

Indirect communication causes misunderstanding, misinterpretation and miscommunication.

Do you have any experience in miscommunication or being misunderstood and misinterpreted? How did you deal with such experience? Please leave your comments here.


As a former Director, one of my concerns in the workplace was dealing with toxic people.

According to Dr. Daniel D. Elash, a Clinical Psychologist, toxic people are those whose attitudes, perspectives, or habits disrupt the organization’s peace of mind. Some of them have habits and attitudes that disrupt morale, work flow, and interpersonal harmony.

For the office to be productive, toxic people must not have been hired in the workplace, but they were already around before an Area or Regional Director assumes office in the area.  Anyway, they are some of the challenges of the top officials and dealing with them is an amazing experience.  Although employees may have similar skills, knowledge and experiences, but they have different characters, attitudes and habits.

Who are these toxic employees?

Victims. These are employees who chronically feel that life’s bumps and bruises are aimed specifically at them. They start the day’s work talking about their problems and expect special consideration from their co-employees until the latter feel used when these toxic employees (victims) do not move on or get better.

Self-absorbed and selfish employees see the world as all about them.  These people seek attention, take credit for other peoples’ work, and are envious of what others get or have. Their attitude and  behaviors, grate on peers and infuriate people with authority in the organization.

Apathetic employees are those that display little ambition to advance or improve.  They come to work to get the paycheck without much regard for the quality of their efforts. They fail in multi-tasking because they always answer that they don’t know how to do the job or say “it’s not my job”.

How to deal with them?

Of course talking to them is difficult in the beginning but we have to, to understand the behaviour.

Give concrete, specific and honest feedback on the effect of their behaviour to their co-workers and the organization and offer the opportunity to change to have positive impact in the workplace.

If possible, assign them to offices where they could not do more harm and be more productive.

These actions take a lot of time and study and sometimes drastic action might be resorted to if the employee is really offensive and adamant to change to protect the organization.

Do you have employees like this in your office? How did you deal with them? Please write your comments below.


Though leaders cannot be expected to have all of the answers – they should not play at arms-length either. – Glenn Llopis

Some leaders are over-delegating.  They entrust all the works to their employees and make them responsible for the ways to do them and make them accountable for the results.

Over-delegating will destroy trust of the employees to their leader. It will give the employees the impression that their leader does not know what is required to have the job done.

The leader must not only be high-tech but most of all, he must be high-touch. Although, he gets things done through people, he must always be at hand to evaluate the business, counsel and coach his employees.

I would be very glad if you could also share your ideas by giving your comments below.

Your friend,

Nimia Acebes

The Five Blunders in Reprimanding

Employees sometimes make mistakes or violations.  If the mistakes or violations will adversely affect the productivity or integrity of the company, you call the employee in your office and give him or her a reprimand.

There are five serious errors which a manager or leader can make in reprimanding.

1.  Failing to get facts.    Don’t accept hearsay evidence or go on general impressions but be sure to have all the facts before jumping.

2.  Acting while angry.  Do it when you are calm and be as impartial as possible in making a decision to reprimand. Make a self-evaluation, perhaps it was possibly your fault that the error or violation occurred.

3.  Being vague about the offense.  Let the person know the general charge and the specific details of the offense.  Don’t refer to general complaints or refuse to give details.

4.  Not considering the other person’s side of the story. Listen to the person’s  full story about what happened and the reasons why he did what he did. There may be mitigating circumstances, conflicting orders or even unclear orders you gave which were at fault.

5.  Neglecting to keep records.  Disciplinary reprimands should always be recorded in the personnel folder of the person to become part of his or her work history  and as evidence in the event of further disciplinary requirements.  In many cases, people who were known to be unsatisfactory employees over the years have been reinstated after discharge because the company could produce no proofs that the person had ever been told of his shortcomings.

These are the blunders that I know and if you have some in your list please share them with us by leaving your comments below this post. We love to hear from you.

Your friend,

Nimia Acebes

How to Deal with Grapevine Rumors

A grapevine always exists in the office, organization, community or anywhere.  Trying to crush it out entirely is both hopeless and counterproductive.  But rumors that threaten job security can destroy an organization if left unchecked. One of the major concerns in dealing with the grapevine is that it is usually impossible to pinpoint the source of rumor.

Grapevine rumors may develop during gatherings.

The following are the strategies that we must utilize to soothe the potential damage of grapevine rumors:

1.  Always be available for frank discussion of employee concerns.  A minor rumor may loom important to employees if it is allowed to worsen, taking a toll on morale and performance.  Make an unfounded rumor the subject of the next employee meeting.

2.  Give your undivided attention to the employee who comes to you with the latest rumor. If it is totally unfounded, tell him so, honestly.   If there’s some truth to the story, but management doesn’t want to address it at this time, simply tell the employee that you’re not at liberty to discuss it.  Then report the conversation to top management right away.  The timetable for announcing the subject of the rumor should be moved up if employees are already aware of it.

3.  Don’t waste a great deal of time trying to trace the source of the rumor – unless an employee is releasing confidential information. Never try to publicly embarrass employees who are responsible for spreading rumors.  You can accomplish the same goal by releasing the facts and having other employees realize how deceptive their information really is.

4.  Devote time at every meeting for employees to ask questions about subjects that may be bothering them.  There is no better way to detect the subject of the latest rumor.

5.  Keep the work environment predictable and give employees as much control over their work as possible. They should have sufficient power and authority to accomplish the jobs they are expected to perform.  Insufficient authority breeds discontent, a major fuel for the rumor factory.

If you have other strategies in your mind or have remarks to this post, I’m inviting you to leave your comments below . I love to hear from you.

Your friend,

Nimia Acebes