Mental Health in the workplace
Discussion
Does anyone have any experience of one person's mental health affecting the rest of a team, and how it was dealt with?
It's not for me, but PH has been helpful before with advice so I thought I'd ask.
General scenario is one member of staff is both overly sensitive but also controlling to the point of bullying. People have already left partly due to there behaviour, but weak management appear unable or unwilling to deal with the situation.
If you looked at each individual event, you'd probably laugh, but when it's happening around fifty or sixty times a day, it all adds up!
Broadly speaking, this person acts like management but isn't, however any challenge towards them results in a mini-breakdown on their part as if they're the victim.
The whole team feels the same way to varying degrees
Apologies for so few details
It's not for me, but PH has been helpful before with advice so I thought I'd ask.
General scenario is one member of staff is both overly sensitive but also controlling to the point of bullying. People have already left partly due to there behaviour, but weak management appear unable or unwilling to deal with the situation.
If you looked at each individual event, you'd probably laugh, but when it's happening around fifty or sixty times a day, it all adds up!
Broadly speaking, this person acts like management but isn't, however any challenge towards them results in a mini-breakdown on their part as if they're the victim.
The whole team feels the same way to varying degrees
Apologies for so few details
Someone needs to grow a spine and stand up to the problem person, a direct challenge to their behavior will likely lead that person sorting themselves out or making a complaint to HR who will be duty bound to investigate. At that point everyone else can make their case about who is the issue.
Or people can report the bad behaviour directly to HR
Or people can report the bad behaviour directly to HR
It sounds like you're being generous with the mental health tag and I say that as someone with bipolar disorder. Most workplaces have a nobber, this person is yours. As suggested, someone needs to challenge them, probably more than once. If there's one person they get on with better than others, maybe a quiet approach to ask if everything is okay and to suggest that their recent behaviour hasn't been appropriate.
You don't mention the field you work in, but at the very least this person is affecting productivity and team cohesion, and depending on the environment, they are potentially creating a hazard.
It may be that they have borderline or emotional personality disorder, but without a diagnosis there's no need to make adjustments in relation to them. If a challenge or quiet chat gets them to seek some advice around their behaviour and issues, then that's a positive. Something needs to be done, but it sounds like nobody wants to bite the bullet and be the one to take action.
You don't mention the field you work in, but at the very least this person is affecting productivity and team cohesion, and depending on the environment, they are potentially creating a hazard.
It may be that they have borderline or emotional personality disorder, but without a diagnosis there's no need to make adjustments in relation to them. If a challenge or quiet chat gets them to seek some advice around their behaviour and issues, then that's a positive. Something needs to be done, but it sounds like nobody wants to bite the bullet and be the one to take action.
simon_harris said:
Someone needs to grow a spine and stand up to the problem person, a direct challenge to their behavior will likely lead that person sorting themselves out or making a complaint to HR who will be duty bound to investigate. At that point everyone else can make their case about who is the issue.
Or people can report the bad behaviour directly to HR
If people make a stand directly they would be at risk of a Grievance against them.... Or people can report the bad behaviour directly to HR
ETA - it is highly possible that the individual will lodge counter grievances in any event but at least everyone else has their shots in first.
Jasandjules said:
If people make a stand directly they would be at risk of a Grievance against them....
Only a weak leader would fear this. Sorry but if you can’t approach this in a diplomatic approach first off to test the water then you really ought to be considering resigning as a manger. It’s part of the job spec 😂vx220 said:
Does anyone have any experience of one person's mental health affecting the rest of a team, and how it was dealt with?
It's not for me, but PH has been helpful before with advice so I thought I'd ask.
General scenario is one member of staff is both overly sensitive but also controlling to the point of bullying. People have already left partly due to there behaviour, but weak management appear unable or unwilling to deal with the situation.
Broadly speaking, this person acts like management but isn't, however any challenge towards them results in a mini-breakdown on their part as if they're the victim.
The whole team feels the same way to varying degrees
Apologies for so few details
The words I've emboldened mean that you've someone on your team who has a personality disorder. The disorder in question is called "narcissism". A classic narcissistic trait is that when cornered, they play the victim.It's not for me, but PH has been helpful before with advice so I thought I'd ask.
General scenario is one member of staff is both overly sensitive but also controlling to the point of bullying. People have already left partly due to there behaviour, but weak management appear unable or unwilling to deal with the situation.
Broadly speaking, this person acts like management but isn't, however any challenge towards them results in a mini-breakdown on their part as if they're the victim.
The whole team feels the same way to varying degrees
Apologies for so few details
Edited by Langweilig on Wednesday 25th January 20:16
Edited by Langweilig on Wednesday 25th January 20:17
RC1807 said:
50 or 60 times a day?
Not really, eh?
I'm afraid so. As above, each individual event could be ridiculous on it's own, but generally that's towards two or three regular coworkers so it adds up, the old water torture effect I suppose.Not really, eh?
Thank you for your replies. BTW, it really isn't me. I'd have at least made my thoughts known as diplomatically as possible by now, probably both to the person concerned and management
LeftField500 said:
Jasandjules said:
If people make a stand directly they would be at risk of a Grievance against them....
Only a weak leader would fear this. Sorry but if you can’t approach this in a diplomatic approach first off to test the water then you really ought to be considering resigning as a manger. It’s part of the job spec ??vx220 said:
Does anyone have any experience of one person's mental health affecting the rest of a team, and how it was dealt with?
It's not for me, but PH has been helpful before with advice so I thought I'd ask.
General scenario is one member of staff is both overly sensitive but also controlling to the point of bullying. People have already left partly due to there behaviour, but weak management appear unable or unwilling to deal with the situation.
If you looked at each individual event, you'd probably laugh, but when it's happening around fifty or sixty times a day, it all adds up!
Broadly speaking, this person acts like management but isn't, however any challenge towards them results in a mini-breakdown on their part as if they're the victim.
The whole team feels the same way to varying degrees
Apologies for so few details
I'd say the first port of call is the person's line manager and explain to him what the issues are. If that doesn't work then try HR.It's not for me, but PH has been helpful before with advice so I thought I'd ask.
General scenario is one member of staff is both overly sensitive but also controlling to the point of bullying. People have already left partly due to there behaviour, but weak management appear unable or unwilling to deal with the situation.
If you looked at each individual event, you'd probably laugh, but when it's happening around fifty or sixty times a day, it all adds up!
Broadly speaking, this person acts like management but isn't, however any challenge towards them results in a mini-breakdown on their part as if they're the victim.
The whole team feels the same way to varying degrees
Apologies for so few details
Also assuming you're not his manager why is his having a mini-breakdown a problem for you or the rest of the team? Keep telling him politely to wind his neck in and eventually he'll get the message
Countdown said:
vx220 said:
Does anyone have any experience of one person's mental health affecting the rest of a team, and how it was dealt with?
It's not for me, but PH has been helpful before with advice so I thought I'd ask.
General scenario is one member of staff is both overly sensitive but also controlling to the point of bullying. People have already left partly due to there behaviour, but weak management appear unable or unwilling to deal with the situation.
If you looked at each individual event, you'd probably laugh, but when it's happening around fifty or sixty times a day, it all adds up!
Broadly speaking, this person acts like management but isn't, however any challenge towards them results in a mini-breakdown on their part as if they're the victim.
The whole team feels the same way to varying degrees
Apologies for so few details
I'd say the first port of call is the person's line manager and explain to him what the issues are. If that doesn't work then try HR.It's not for me, but PH has been helpful before with advice so I thought I'd ask.
General scenario is one member of staff is both overly sensitive but also controlling to the point of bullying. People have already left partly due to there behaviour, but weak management appear unable or unwilling to deal with the situation.
If you looked at each individual event, you'd probably laugh, but when it's happening around fifty or sixty times a day, it all adds up!
Broadly speaking, this person acts like management but isn't, however any challenge towards them results in a mini-breakdown on their part as if they're the victim.
The whole team feels the same way to varying degrees
Apologies for so few details
Also assuming you're not his manager why is his having a mini-breakdown a problem for you or the rest of the team? Keep telling him politely to wind his neck in and eventually he'll get the message
At first call this is line managers job to sort out. If the line manager is avoiding the issue or ineffective then take it to His / her manager. If he or she does not have a manager then raise a grievance with HR. Find out how to do this correctly via a meeting with someone senior in HR. If still nothing happens then find a new job. Once it is formal if they don't deal with it they will be in big issues with employment tribunals in the very near future.
Confronting the person and telling them to "wind their neck in" will only result in the person raising a grievance against the person issuing the "wind your neck in" advice.
You will normally find peoples behaviour is modified when someone has a word with them, it's never easy but then that is why line managers get paid more than staff.
Confronting the person and telling them to "wind their neck in" will only result in the person raising a grievance against the person issuing the "wind your neck in" advice.
You will normally find peoples behaviour is modified when someone has a word with them, it's never easy but then that is why line managers get paid more than staff.
ARHarh said:
Confronting the person and telling them to "wind their neck in" will only result in the person raising a grievance against the person issuing the "wind your neck in" advice..
It seems wrong (and possibly overkill) to complain to the person's Line Manager and/or HR without first letting the person know that they're causing a problem. If that person then raises a grievance then so be it; HR can then do an investigation and get evidence from the rest of the team.Having a grievance raised against you isn't an issue as long as you can defend yourself against the accusation (which seems to be the case in the OP. Otherwise it would be the first response for eveyrbody who got placed on performance management.
Countdown said:
ARHarh said:
Confronting the person and telling them to "wind their neck in" will only result in the person raising a grievance against the person issuing the "wind your neck in" advice..
It seems wrong (and possibly overkill) to complain to the person's Line Manager and/or HR without first letting the person know that they're causing a problem. If that person then raises a grievance then so be it; HR can then do an investigation and get evidence from the rest of the team.Having a grievance raised against you isn't an issue as long as you can defend yourself against the accusation (which seems to be the case in the OP. Otherwise it would be the first response for eveyrbody who got placed on performance management.
Langweilig said:
The words I've emboldened mean that you've someone on your team who has a personality disorder. The disorder in question is called "narcissism". A classic narcissistic trait is that when cornered, they play the victim.
Need to be careful when suggesting narcissism.Those that suffer from Narcissistic Personality Disorder display many characteristics but playing the victim is very rarely one of them - quite the opposite, because this would show weakness of character that someone who suffers from NPD is highly adept at hiding. When faced with something that they cannot do or control, their normal response is deflection, ambivalence or denial.
If the person the OP is referring to is a woman there may be cause to consider Histrionic Personality Disorder at play (which is 99% of time a female thing) which exists on the Narcissistic spectrum.
But Occam's Razor suggests that in this case, it's most likely a case of someone doing a job that they're not qualified or capable of doing and everyone around them is suffering.
StevieBee said:
Need to be careful when suggesting narcissism.
Those that suffer from Narcissistic Personality Disorder display many characteristics but playing the victim is very rarely one of them - quite the opposite, because this would show weakness of character that someone who suffers from NPD is highly adept at hiding. When faced with something that they cannot do or control, their normal response is deflection, ambivalence or denial.
incorrect. They either paint themselves as the hero or victim depending on the circumstances and those they are acting towards in order to achieve their goal. Those that suffer from Narcissistic Personality Disorder display many characteristics but playing the victim is very rarely one of them - quite the opposite, because this would show weakness of character that someone who suffers from NPD is highly adept at hiding. When faced with something that they cannot do or control, their normal response is deflection, ambivalence or denial.
A covert is constantly playing the victim for example. It’s like a non stop woe is me disorder. You really shouldn’t be using the term in the workplace however I agree. It’s a doctors place to diagnose, not Jim in operations or May in HR.
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