June 21, 2024 • 16 mins
Ever wondered how to handle that colleague who just doesn't seem to get it? On the latest episode of the Lab Safety Gurus Podcast, we promise to equip you with practical strategies and real-life anecdotes to tackle even the most challenging coworkers in your lab. From those who hog the spotlight to others who bend or break the rules, we break down various difficult personality types and explore the generational shifts impacting workplace dynamics. Learn how maintaining high standards and clear communication can significantly improve job commitment and performance quality.
Join us as we highlight the power of professionalism, setting boundaries, and effective communication to foster a respectful and efficient workplace. Hear transformative stories about resolving conflicts with respect and love and discover why every action must have a corresponding reaction to create a structured work environment. We also stress the critical importance of safety compliance and proper use of PPE. Get actionable advice from hosts Dan and Sean on promoting a culture of safety and ensuring that everyone adheres to essential protocols. Tune in for an insightful discussion that promises to transform how you navigate your lab's social landscape.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome to the Lab Safety Gurus Podcast.
I'm Dan Scungio.
Speaker 2 (00:07):
And I'm Sean Kaufman, and together we're providing
safety insights for thoseworking in laboratory settings.
Doing safety together, danScungio, how are you doing, sean
Kaufman?
Speaker 1 (00:22):
I'm doing great today .
How about you?
Speaker 2 (00:23):
I'm doing good.
It's a Friday.
I'm getting ready for theweekend.
I know you probably are as well.
Speaker 1 (00:28):
I'm ready for it.
Speaker 2 (00:29):
Well, let's you know what.
Today I got to pick the topicand again, as most of our
listeners they may not know, danwe just kind of have informal
conversations that last about 15minutes.
That's kind of what we do forthose who are working and
supporting any type of labfunction out there.
But today I'd like to talkabout you know, I don't know,
maybe it's called a stinker or ahater or just someone who's
(00:51):
just difficult in the workplace.
You know someone who's just achallenging coworker.
Have you faced any of those?
Speaker 1 (01:02):
So you know, I worked in the lab for over 30 years
now and as a co-worker of somestinkers, I definitely have run
into that.
I managed labs for over 11years and I had to really work
with some stinkers in that time.
And uh, yes, I have.
And as a lab safety officer, Ican tell you stories about
(01:23):
stinkers galore.
Well, let's talk.
Speaker 2 (01:25):
Let's define a little bit of stinker.
I mean, I'll say one, you sayone.
Let's go back and forth One ofthe stinkers that has hurt me in
the past, and again we're goingto throw some stinkers out
Individuals that lie, takecredit for work that they've
never done, work that you'vedone, and they take credit for
(01:47):
it and then they lie about it.
That's a stinker I've dealtwith in the workforce.
How about you?
Speaker 1 (01:53):
Ouch, that's a bad one.
Yeah, what comes to mind?
I can think of people who havebeen around for a long time and
they think they know it all, butthey don't really follow any of
the rules or regulations orprocedures that are in the
laboratory.
That's a stinker.
Speaker 2 (02:10):
Another one gosh individuals who really just
don't want to work.
They don't carry their weight.
You always seem to be coveringfor them.
That's another one that I'verun into, yep.
Speaker 1 (02:25):
And I can think of many people over the years who,
to me, they want up, that theycall out, they show up late,
they don't show up on time andthey have no consideration for
their coworkers.
They don't do it necessarilyout of spite or because there's
evil in their heart.
They just don't realize, Ithink, a lot of times the
(02:46):
effects they have on theircoworker.
But they're still a stinker.
Speaker 2 (02:49):
Absolutely One thing that really bothers me too, and
maybe it's a generational thing,I don't know.
I throw it out here, dan, thisis something that intrigues me.
When I get paid to do a job,I'm sacrificing to a certain
degree my personal autonomy,which basically means that I say
to an employee in exchange formy time, you're going to give me
(03:10):
pay.
But that also means that whenyou pay me, I'm going to do
things the way that you want meto do them, not the way that I
choose to do them, but the waythat you're asking me to do them
.
For some strange reason.
That doesn't seem to make senseto people today.
You know, a leader will tellpeople how to do something and
say this is what we expect ofyou, and then the person says
(03:30):
well, I'm not doing it.
And that surprises me, becausethe way I grew up was kind of
like if you're paying me to do ajob, then I'm going to do the
job the way you want me to do it, not the way that I choose to
do it, but the way that you'reactually expecting me to do it.
I don't know.
What are your thoughts on?
Speaker 1 (03:46):
that I agree with you , but I was brought up that way.
I think it is part generational, but I also think we don't as
employers.
We don't communicate thatmessage well enough when an
employee starts.
I think that's part of it, butI also think the other part is
and I think it runs deepergenerationally there's a lot
(04:07):
less commitment going on in theworld right now when it comes to
jobs.
I see people who are travelersor who are contracted people or
who get sign-on bonuses, whojust up and leave the job,
despite any consequences,despite losing money, despite
not getting their contract paidout and all of that, and they
(04:29):
just want that freedom to beable to go to the next better
place.
Speaker 2 (04:36):
I see that a lot more now.
Hey, you know, dan, listen, Ihave to be honest with you.
I don't blame them.
Look, employers today are notloyal to their staff.
I mean, they are reallymanaging overhead Sometimes.
Now, keep in mind I'mgeneralizing here, but you know,
when a staff member doesn'tfeel like the employees or the
employers care about them, thenwhat benefit is it for them to
(04:59):
stay?
I kind of love the youngergeneration's appeal to freedom
and flexibility and more of abalanced work-life aspect.
I like that.
But here's the problem I'mhaving.
This is a challenge I thinkmany people are having that
shouldn't come at the expense ofthe quality of product or work
(05:21):
you're doing.
That's the challenge we'rehaving.
That's the thought I'm having,because the work that we're
doing in laboratories are soimportant in so many ways.
If it's clinical, we're trulytrying to identify and help
doctors and nurses diagnosepatients.
If it's research, we're tryingto identify solutions for very
dangerous pathogens.
(05:42):
If it's animal health, I meanthere's all sorts of things that
we do where we have to havegood quality outcomes.
But it is challenging.
I mean it's challenging, Idon't know what are your
thoughts.
Speaker 1 (05:54):
It is, but I almost feel like we're in that.
In my career in the lab, I feellike I'm sort of in a gap
between organizations that usedto be loyal to their employees
and therefore employees wereloyal in return.
I have had some issues with theplaces where I've worked, some
(06:17):
major issues at some times withhow I was treated, but I still
stuck it out where maybe therewere some issues that other
people wouldn't have stuck itout, but I stuck it out because
I wanted a pension, I wasthinking about retirement, and I
came to realize over the yearsthat no organization is going to
(06:37):
give you what you really wantat the end of your career.
You might get a gold watch, youmight get a pen, you might get
a thank you and a pat.
Get a pen.
You might get a thank you and apat on the back.
The rewards of the job and thisis just my way of thinking
because of my personalexperiences the rewards of the
job have to come from you.
So if you understand the workthat you're doing in a
laboratory is important, thatyou're affecting, helping people
(07:01):
in a positive way, I think youhave to remember your own, your
own values, job satisfaction aspart of the reward of why you do
the job.
I don't feel like you candepend on an organization to do
that for you anymore.
I think those days are gone.
Speaker 2 (07:20):
I'm okay with that.
Speaker 1 (07:22):
At my age I'm okay with that.
But I think a lot of otherpeople who are younger are not
as okay.
Speaker 2 (07:27):
Well, this is the sad part.
This is where it comes into,because one of the things that
we're seeing in the workplacetoday is this absentee, you know
, absentee leadership.
Uh, you know, the leaders justaren't there.
They're not holding staffaccountable.
And so there are good staffmembers out there that are
working really hard, but likecancer, you know, if it's not
(07:48):
aggressively treated in the body, it spreads.
And here's the problem.
You're at work and you'reworking with a stinker.
You're working with somebodywho's just it's not making the
lab, you're working in fun.
I mean, maybe even in the pastyou've had a great culture
Everybody's synergistic, they'recomplimenting each other,
(08:08):
they're working really welltogether, and then, all of a
sudden, that one comes in and itstarts to cause some problems.
What do we do then, dan?
I mean, what are your thoughtsLike?
What happens when that beginsto happen?
Speaker 1 (08:23):
You know, I hear that all the time, sean, from people
who reach out to me withquestions about lab safety,
because a lot of times peopleare working with co-workers or
employees who won't comply withPPE you know, wearing PPE and
things like that and they viewthis as just as bad, as just
kind of what you described.
(08:44):
You know, but it could be astinker doing that, it could be
a stinker doing something else,and what do you do about it?
It will affect the morale ofthe entire lab if you don't deal
with it, and so you do have to,and you have to be careful
about how you deal with it andyou have to be careful about
what you ignore.
I've always said this withregard to lab safety you know
(09:06):
the manager walks into the lab.
I got to.
Really I got to get the secondshift covered.
Today I don't have any bloodbank coverage, and so I'm going
to walk past Johnny who'schewing gum and walk past Lisa
who's got her lab coat wide open.
But I can't focus on that rightnow.
I got to go back to the office,fix the schedule.
So you didn't mean to be doingsomething that hurts your safety
(09:28):
culture as you're walkingthrough and not saying anything
about those issues, but youharmed your safety culture.
And the same thing is true forthat manager or leader who
allows a stinker to continue tobe late every day, whatever it
is, because, just like you said,it will grow like a cancer into
(09:49):
something bad throughout thelab and the cancer could be.
This is a bad manager we haveand I have to work with a
terrible coworker, so it'salmost twice as bad for the
other employees in the lab.
So I'd have to say don't ignorethose things, don't let those
things pass you by.
Use if you have trouble dealingwith people.
(10:11):
You know I'm not great withconfrontation.
I don't like it, but when Ihave to go up to somebody I use
the tools and resources thatI've learned over the years.
I always talk about the bookCrucial Accountability because
it teaches you all kinds oftools to help you deal with
situations like that, to dealwith the stinkers, because you
have to.
You can't not deal with them orthe problems they're creating
(10:34):
or you will just lose everybodyin your lab.
Speaker 2 (10:36):
No, that's, you know that's.
And again, if we lose everybodyin the lab, we lose important
contributions in what it is thatwe're doing to fight infectious
diseases or whatever we'redoing, regardless of the mission
we have in our labs.
You know, let me tell you Ibelieve in.
I like to simplify things, dan.
There are three things that Ibelieve have to be addressed
(10:56):
with a stinker and it's verytough, I have to listen.
There are people out there thatdo not like conflict.
There are people out there thatare introverts.
There are people out there thatare very hopeful.
They like to believe that, youknow, maybe if we give people a
little bit more time, it's goingto get better.
And I liken stinkers in theworkplace to cancer I really do
(11:19):
and all of those approaches.
There are people who ignorecancer, people who need to go
out there and have colonoscopies.
They don't want to.
There are people that getcancer diagnosis and say you
know what?
I'm going to give it some time.
We'll see where it goes fromhere, and things can get worse,
or it could be slow andprogressive.
Who knows, things can getbetter.
But the point is that these arethe three strategies I aim for,
(11:42):
dan.
The first one is maintainingprofessionalism at all costs,
and I mean that.
I think one thing that's reallyhard is some people will lose
their cool.
They will let things build likea volcano and it gets to a
point where, all of a sudden, aneruption occurs and nobody
(12:03):
knows what's going on certainlynot the stinker, because nothing
was ever said to them prior.
And now what becomes the issueis, instead of their performance
becoming the issue, how you'recommunicating and how you're
acting around them becomes theissue, and that's a diversion.
So to me, you may run intoplaces or people that cause
(12:26):
immense frustration.
It's almost like the lack ofcommon sense causes anger, like
you just cannot believe thatsomething like this is happening
, that someone is choosing towork like this person is working
, like they're demonstrating thelack of professionalism that
you would expect from them, butthat doesn't mean you change and
come down to their level.
(12:47):
It means that you rise up andremain the professional you're
hoping for them to be.
So that's the first thing Iwould say is maintain
professional.
I don't know, dan, do you haveany comments on that?
Speaker 1 (12:59):
Yeah, I can remember a brief story when I first
became a manager, I had nomentoring or anybody to teach me
how to be a manager and I wasprobably too young for the job.
And there was one person in thelab who was a problem child for
me and she and I got into someknock down, drag out arguments
(13:20):
in the middle of the laboratory,which is not professional.
I did not maintain myprofessionalism and she felt
like I didn't respect herbecause of that.
And so, yes, you have to keep acool head, you have to be
professional and you also haveto love your people, no matter
who they are, no matter how theytreat you, because when you
(13:42):
start to treat them with loveand respect, things turn around.
And for us in that relationship, that's what did it for me.
I had to change my approachwith her to one of respect and
it worked.
No, very good we became greatfriends after that.
Speaker 2 (13:54):
No, no, very good.
The second thing, aftermaintaining professionalism,
that I like to do is, like whatyou mentioned earlier you've got
to communicate effectively,you've got to be direct and it's
got to be consistent.
And you have to have open anddirect and clear conversations
with that stinker.
(14:15):
Any issues that you're havingthey should know about.
It should not be a surprise tothem that you're having a
difficulty with theirperformance in the workplace.
You've got to be open, directand consistent in your
communication.
What do you think, dan?
Speaker 1 (14:31):
Yep, and so even if that person is just somebody who
isn't compliant, when you havea compliance discussion about
maybe wearing a lab coat orgloves or something, you end
that communication with aquestion like do we have any
other issues?
Are there any other reasons whyyou can't do this in the future
, so that I don't have to betalking to you about this again?
(14:52):
And when you get sort of apromise from them, the next time
you have an issue you have amuch deeper conversation about
commitment and keeping promises.
That will go a little bitdeeper and help you further with
that person.
Speaker 2 (15:06):
No, I love it.
And last but not least, as abehaviorist, one of the things
that I think is most importantis setting boundaries, and it's
kind of a for every actionthere's a reaction relationship.
Humans like this, by the way.
They really truly do If peopleunderstand that for this action,
this is what's going to occur.
(15:27):
It's not if, or maybe it's forevery action there's a reaction.
I think when you're dealingwith stinkers in the workplace,
dan, you've got to setboundaries, you've got to let
them know this is what we expectof you, and if the expectations
aren't met, then this is what'sgoing to happen, and this is
and it does happen.
So I think setting boundariesis that.
(15:48):
That's that third process forme.
Where look?
I like to maintainprofessionalism, I like to be
open and direct with mycommunication and I like to set
boundaries, or, you know, putinto effect action, reaction
aspects, meaning this is what weexpect and if it's not met,
this is what's going to happen.
What are your thoughts, dan?
Speaker 1 (16:07):
Yeah, and I think those three key things will help
you with stinkers all thedifferent kinds of stinkers that
we talked about in differentsituations.
The most common question I getas a safety consultant is how do
I get my staff to comply withsafety regulations and PPE and
things like that?
And I think if you maintainprofessionalism, communicate
(16:29):
what the expectations areeffectively and openly and set
those boundaries, you're goingto have success there, in all of
those things Agree 100%, Dan.
Speaker 2 (16:38):
It's always good talking to you, man.
Have a great weekend.
Speaker 1 (16:41):
You do the same.
Sean, Take care.
Speaker 2 (16:45):
We are the Lab Safety Gurus Dan Scungio and Sean
Kaufman.
Speaker 1 (16:50):
Thank you for letting us do lab safety together.
Welcome to the Lab Safety Gurus Podcast.
I'm Dan Scungio.
Speaker 2 (00:07):
And I'm Sean Kaufman, and together we're providing
safety insights for thoseworking in laboratory settings.
Doing safety together, danScungio, how are you doing, sean
Kaufman?
Speaker 1 (00:22):
I'm doing great today .
How about you?
Speaker 2 (00:23):
I'm doing good.
It's a Friday.
I'm getting ready for theweekend.
I know you probably are as well.
Speaker 1 (00:28):
I'm ready for it.
Speaker 2 (00:29):
Well, let's you know what.
Today I got to pick the topicand again, as most of our
listeners they may not know, danwe just kind of have informal
conversations that last about 15minutes.
That's kind of what we do forthose who are working and
supporting any type of labfunction out there.
But today I'd like to talkabout you know, I don't know,
maybe it's called a stinker or ahater or just someone who's
(00:51):
just difficult in the workplace.
You know someone who's just achallenging coworker.
Have you faced any of those?
Speaker 1 (01:02):
So you know, I worked in the lab for over 30 years
now and as a co-worker of somestinkers, I definitely have run
into that.
I managed labs for over 11years and I had to really work
with some stinkers in that time.
And uh, yes, I have.
And as a lab safety officer, Ican tell you stories about
(01:23):
stinkers galore.
Well, let's talk.
Speaker 2 (01:25):
Let's define a little bit of stinker.
I mean, I'll say one, you sayone.
Let's go back and forth One ofthe stinkers that has hurt me in
the past, and again we're goingto throw some stinkers out
Individuals that lie, takecredit for work that they've
never done, work that you'vedone, and they take credit for
(01:47):
it and then they lie about it.
That's a stinker I've dealtwith in the workforce.
How about you?
Speaker 1 (01:53):
Ouch, that's a bad one.
Yeah, what comes to mind?
I can think of people who havebeen around for a long time and
they think they know it all, butthey don't really follow any of
the rules or regulations orprocedures that are in the
laboratory.
That's a stinker.
Speaker 2 (02:10):
Another one gosh individuals who really just
don't want to work.
They don't carry their weight.
You always seem to be coveringfor them.
That's another one that I'verun into, yep.
Speaker 1 (02:25):
And I can think of many people over the years who,
to me, they want up, that theycall out, they show up late,
they don't show up on time andthey have no consideration for
their coworkers.
They don't do it necessarilyout of spite or because there's
evil in their heart.
They just don't realize, Ithink, a lot of times the
(02:46):
effects they have on theircoworker.
But they're still a stinker.
Speaker 2 (02:49):
Absolutely One thing that really bothers me too, and
maybe it's a generational thing,I don't know.
I throw it out here, dan, thisis something that intrigues me.
When I get paid to do a job,I'm sacrificing to a certain
degree my personal autonomy,which basically means that I say
to an employee in exchange formy time, you're going to give me
(03:10):
pay.
But that also means that whenyou pay me, I'm going to do
things the way that you want meto do them, not the way that I
choose to do them, but the waythat you're asking me to do them
.
For some strange reason.
That doesn't seem to make senseto people today.
You know, a leader will tellpeople how to do something and
say this is what we expect ofyou, and then the person says
(03:30):
well, I'm not doing it.
And that surprises me, becausethe way I grew up was kind of
like if you're paying me to do ajob, then I'm going to do the
job the way you want me to do it, not the way that I choose to
do it, but the way that you'reactually expecting me to do it.
I don't know.
What are your thoughts on?
Speaker 1 (03:46):
that I agree with you , but I was brought up that way.
I think it is part generational, but I also think we don't as
employers.
We don't communicate thatmessage well enough when an
employee starts.
I think that's part of it, butI also think the other part is
and I think it runs deepergenerationally there's a lot
(04:07):
less commitment going on in theworld right now when it comes to
jobs.
I see people who are travelersor who are contracted people or
who get sign-on bonuses, whojust up and leave the job,
despite any consequences,despite losing money, despite
not getting their contract paidout and all of that, and they
(04:29):
just want that freedom to beable to go to the next better
place.
Speaker 2 (04:36):
I see that a lot more now.
Hey, you know, dan, listen, Ihave to be honest with you.
I don't blame them.
Look, employers today are notloyal to their staff.
I mean, they are reallymanaging overhead Sometimes.
Now, keep in mind I'mgeneralizing here, but you know,
when a staff member doesn'tfeel like the employees or the
employers care about them, thenwhat benefit is it for them to
(04:59):
stay?
I kind of love the youngergeneration's appeal to freedom
and flexibility and more of abalanced work-life aspect.
I like that.
But here's the problem I'mhaving.
This is a challenge I thinkmany people are having that
shouldn't come at the expense ofthe quality of product or work
(05:21):
you're doing.
That's the challenge we'rehaving.
That's the thought I'm having,because the work that we're
doing in laboratories are soimportant in so many ways.
If it's clinical, we're trulytrying to identify and help
doctors and nurses diagnosepatients.
If it's research, we're tryingto identify solutions for very
dangerous pathogens.
(05:42):
If it's animal health, I meanthere's all sorts of things that
we do where we have to havegood quality outcomes.
But it is challenging.
I mean it's challenging, Idon't know what are your
thoughts.
Speaker 1 (05:54):
It is, but I almost feel like we're in that.
In my career in the lab, I feellike I'm sort of in a gap
between organizations that usedto be loyal to their employees
and therefore employees wereloyal in return.
I have had some issues with theplaces where I've worked, some
(06:17):
major issues at some times withhow I was treated, but I still
stuck it out where maybe therewere some issues that other
people wouldn't have stuck itout, but I stuck it out because
I wanted a pension, I wasthinking about retirement, and I
came to realize over the yearsthat no organization is going to
(06:37):
give you what you really wantat the end of your career.
You might get a gold watch, youmight get a pen, you might get
a thank you and a pat.
Get a pen.
You might get a thank you and apat on the back.
The rewards of the job and thisis just my way of thinking
because of my personalexperiences the rewards of the
job have to come from you.
So if you understand the workthat you're doing in a
laboratory is important, thatyou're affecting, helping people
(07:01):
in a positive way, I think youhave to remember your own, your
own values, job satisfaction aspart of the reward of why you do
the job.
I don't feel like you candepend on an organization to do
that for you anymore.
I think those days are gone.
Speaker 2 (07:20):
I'm okay with that.
Speaker 1 (07:22):
At my age I'm okay with that.
But I think a lot of otherpeople who are younger are not
as okay.
Speaker 2 (07:27):
Well, this is the sad part.
This is where it comes into,because one of the things that
we're seeing in the workplacetoday is this absentee, you know
, absentee leadership.
Uh, you know, the leaders justaren't there.
They're not holding staffaccountable.
And so there are good staffmembers out there that are
working really hard, but likecancer, you know, if it's not
(07:48):
aggressively treated in the body, it spreads.
And here's the problem.
You're at work and you'reworking with a stinker.
You're working with somebodywho's just it's not making the
lab, you're working in fun.
I mean, maybe even in the pastyou've had a great culture
Everybody's synergistic, they'recomplimenting each other,
(08:08):
they're working really welltogether, and then, all of a
sudden, that one comes in and itstarts to cause some problems.
What do we do then, dan?
I mean, what are your thoughtsLike?
What happens when that beginsto happen?
Speaker 1 (08:23):
You know, I hear that all the time, sean, from people
who reach out to me withquestions about lab safety,
because a lot of times peopleare working with co-workers or
employees who won't comply withPPE you know, wearing PPE and
things like that and they viewthis as just as bad, as just
kind of what you described.
(08:44):
You know, but it could be astinker doing that, it could be
a stinker doing something else,and what do you do about it?
It will affect the morale ofthe entire lab if you don't deal
with it, and so you do have to,and you have to be careful
about how you deal with it andyou have to be careful about
what you ignore.
I've always said this withregard to lab safety you know
(09:06):
the manager walks into the lab.
I got to.
Really I got to get the secondshift covered.
Today I don't have any bloodbank coverage, and so I'm going
to walk past Johnny who'schewing gum and walk past Lisa
who's got her lab coat wide open.
But I can't focus on that rightnow.
I got to go back to the office,fix the schedule.
So you didn't mean to be doingsomething that hurts your safety
(09:28):
culture as you're walkingthrough and not saying anything
about those issues, but youharmed your safety culture.
And the same thing is true forthat manager or leader who
allows a stinker to continue tobe late every day, whatever it
is, because, just like you said,it will grow like a cancer into
(09:49):
something bad throughout thelab and the cancer could be.
This is a bad manager we haveand I have to work with a
terrible coworker, so it'salmost twice as bad for the
other employees in the lab.
So I'd have to say don't ignorethose things, don't let those
things pass you by.
Use if you have trouble dealingwith people.
(10:11):
You know I'm not great withconfrontation.
I don't like it, but when Ihave to go up to somebody I use
the tools and resources thatI've learned over the years.
I always talk about the bookCrucial Accountability because
it teaches you all kinds oftools to help you deal with
situations like that, to dealwith the stinkers, because you
have to.
You can't not deal with them orthe problems they're creating
(10:34):
or you will just lose everybodyin your lab.
Speaker 2 (10:36):
No, that's, you know that's.
And again, if we lose everybodyin the lab, we lose important
contributions in what it is thatwe're doing to fight infectious
diseases or whatever we'redoing, regardless of the mission
we have in our labs.
You know, let me tell you Ibelieve in.
I like to simplify things, dan.
There are three things that Ibelieve have to be addressed
(10:56):
with a stinker and it's verytough, I have to listen.
There are people out there thatdo not like conflict.
There are people out there thatare introverts.
There are people out there thatare very hopeful.
They like to believe that, youknow, maybe if we give people a
little bit more time, it's goingto get better.
And I liken stinkers in theworkplace to cancer I really do
(11:19):
and all of those approaches.
There are people who ignorecancer, people who need to go
out there and have colonoscopies.
They don't want to.
There are people that getcancer diagnosis and say you
know what?
I'm going to give it some time.
We'll see where it goes fromhere, and things can get worse,
or it could be slow andprogressive.
Who knows, things can getbetter.
But the point is that these arethe three strategies I aim for,
(11:42):
dan.
The first one is maintainingprofessionalism at all costs,
and I mean that.
I think one thing that's reallyhard is some people will lose
their cool.
They will let things build likea volcano and it gets to a
point where, all of a sudden, aneruption occurs and nobody
(12:03):
knows what's going on certainlynot the stinker, because nothing
was ever said to them prior.
And now what becomes the issueis, instead of their performance
becoming the issue, how you'recommunicating and how you're
acting around them becomes theissue, and that's a diversion.
So to me, you may run intoplaces or people that cause
(12:26):
immense frustration.
It's almost like the lack ofcommon sense causes anger, like
you just cannot believe thatsomething like this is happening
, that someone is choosing towork like this person is working
, like they're demonstrating thelack of professionalism that
you would expect from them, butthat doesn't mean you change and
come down to their level.
(12:47):
It means that you rise up andremain the professional you're
hoping for them to be.
So that's the first thing Iwould say is maintain
professional.
I don't know, dan, do you haveany comments on that?
Speaker 1 (12:59):
Yeah, I can remember a brief story when I first
became a manager, I had nomentoring or anybody to teach me
how to be a manager and I wasprobably too young for the job.
And there was one person in thelab who was a problem child for
me and she and I got into someknock down, drag out arguments
(13:20):
in the middle of the laboratory,which is not professional.
I did not maintain myprofessionalism and she felt
like I didn't respect herbecause of that.
And so, yes, you have to keep acool head, you have to be
professional and you also haveto love your people, no matter
who they are, no matter how theytreat you, because when you
(13:42):
start to treat them with loveand respect, things turn around.
And for us in that relationship, that's what did it for me.
I had to change my approachwith her to one of respect and
it worked.
No, very good we became greatfriends after that.
Speaker 2 (13:54):
No, no, very good.
The second thing, aftermaintaining professionalism,
that I like to do is, like whatyou mentioned earlier you've got
to communicate effectively,you've got to be direct and it's
got to be consistent.
And you have to have open anddirect and clear conversations
with that stinker.
(14:15):
Any issues that you're havingthey should know about.
It should not be a surprise tothem that you're having a
difficulty with theirperformance in the workplace.
You've got to be open, directand consistent in your
communication.
What do you think, dan?
Speaker 1 (14:31):
Yep, and so even if that person is just somebody who
isn't compliant, when you havea compliance discussion about
maybe wearing a lab coat orgloves or something, you end
that communication with aquestion like do we have any
other issues?
Are there any other reasons whyyou can't do this in the future
, so that I don't have to betalking to you about this again?
(14:52):
And when you get sort of apromise from them, the next time
you have an issue you have amuch deeper conversation about
commitment and keeping promises.
That will go a little bitdeeper and help you further with
that person.
Speaker 2 (15:06):
No, I love it.
And last but not least, as abehaviorist, one of the things
that I think is most importantis setting boundaries, and it's
kind of a for every actionthere's a reaction relationship.
Humans like this, by the way.
They really truly do If peopleunderstand that for this action,
this is what's going to occur.
(15:27):
It's not if, or maybe it's forevery action there's a reaction.
I think when you're dealingwith stinkers in the workplace,
dan, you've got to setboundaries, you've got to let
them know this is what we expectof you, and if the expectations
aren't met, then this is what'sgoing to happen, and this is
and it does happen.
So I think setting boundariesis that.
(15:48):
That's that third process forme.
Where look?
I like to maintainprofessionalism, I like to be
open and direct with mycommunication and I like to set
boundaries, or, you know, putinto effect action, reaction
aspects, meaning this is what weexpect and if it's not met,
this is what's going to happen.
What are your thoughts, dan?
Speaker 1 (16:07):
Yeah, and I think those three key things will help
you with stinkers all thedifferent kinds of stinkers that
we talked about in differentsituations.
The most common question I getas a safety consultant is how do
I get my staff to comply withsafety regulations and PPE and
things like that?
And I think if you maintainprofessionalism, communicate
(16:29):
what the expectations areeffectively and openly and set
those boundaries, you're goingto have success there, in all of
those things Agree 100%, Dan.
Speaker 2 (16:38):
It's always good talking to you, man.
Have a great weekend.
Speaker 1 (16:41):
You do the same.
Sean, Take care.
Speaker 2 (16:45):
We are the Lab Safety Gurus Dan Scungio and Sean
Kaufman.
Speaker 1 (16:50):
Thank you for letting us do lab safety together.
Popular Podcasts
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.