员工消极对抗，老板如何接招？

    如果初步的努力未能阻止员工的消极对抗行为，老板可以在他们未能实现目标的时候施加影响。如果有人开会迟到，不要特地为他们回述会议要点，这既能鼓励及时出席的员工，又惩罚了那些拖拖拉拉的人。如果员工总是找各种借口为自己错过了最终期限开脱，老板可以说：“你的工作负担可能太重了。”然后把他的业务分配给其他的员工。这种反制措施看起来也有点类似消极对抗，但有时候，以毒攻毒也是不得已而为之。

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    最后，你或许不得不承认，自己已经尽了全力，只能把问题员工转到其他部门，或者把他解雇。

    Voice.com是位于安大略省伦敦市的一个配音人才交流平台。公司总裁兼CEO戴维•茨卡瑞利表示，公司全体20名员工每天都必须参加长约15分钟的“碰头会”。后来，有一个部门的主管开始迟到早退，或者干脆缺席，茨卡瑞利意识到肯定出问题了。

    他说：“碰头会的目的是发现公司的问题。如果有人总是缺席，不想在公司其他同事面前露面，我就知道肯定有更深层的问题。”

    而且，曾有些客户遇到麻烦，或对Voice.com提出投诉，此人却恶语相向。茨卡瑞利找他谈了话，希望他能改变态度，没想到却适得其反，最后，他只得把他辞退。

    他说：“所有人都知道最后会是这样的收场。因为他的所作所为早已让大家厌烦。”

译者：刘进龙/汪皓

    If these first efforts fail to stop the passive aggressive behavior, you can try to impose consequences when they don't meet their goals. Refuse to recap meetings for someone who arrives late, which both encourages those who showed up on time and penalizes those who dawdled. And if someone makes excuses for missing a deadline, consider saying, "you must have too much on your plate," and look to others to take on additional assignments. If this seems like a passive aggressive response, well, you may have to fight fire with fire.

When it's time to throw in the towel

    Ultimately, you may have to acknowledge that you've done all you can do and either transfer that person to another department or fire them.

    At Voices.com, a marketplace for voiceover talent based in London, Ontario, all 20 staff members attend a mandatory daily "huddle" that lasts 15 minutes, says David Ciccarelli, the company's president and CEO. When one department head started to show up late, leave early, or just skip the meeting altogether, Ciccarelli knew there was a problem.

    "It's my health check," he says of the huddle. "If someone's withdrawing constantly from that, I know there's a deeper issue because they don't want to be seen by other people in the company."

    This particular employee also made disparaging remarks about Voices.com customers who had problems or complaints. Ciccarelli met with the person and asked for an attitude improvement, but the problem only grew worse and he had to fire the employee.

    "Everybody saw it coming," he says. "It was starting to wear on other people."