We've all worked with them... that one person in the office that is just never happy with anything and makes a point to advertise that fact.  We've worked with them, for them, avoided them like the plague and unfortunately, at times, have fallen under their spell of negativity.

But what to do when this toxicity spreads?  How do you turn that frown upside down before it consumes a team like the plague?  Negativity is contagious and nothing wreaks more havoc than an unhappy team.

At the heart of this issue is both the "Why?" and the "Now what...?".  The causation can be just as complex as the resolution and neither are quick fixes nor are they altogether pleasant experiences.  But they both require effort.

That disgruntled mentality can stem from a whole host of reasons including everything from money (their perceived lack of), title (ego), personal problem influence, poor management, etc.  The list can go on and on.  We've all been this person to some extent,  at some time or another.  It's the intermediate step that can make or break the situation.

When the causation is caught early, employers are given a great opportunity to nip this conflict or contribute to it.  Are we as employers paying attention?  Are we providing enough one-on-one time, a mentoring environment, recognizing employee needs for professional challenge and growth?  Or are we stifling individuality, happy with the status quo and turning a blind eye to red flags?  When we don't meet the negativity head on, the effect is potentially catastrophic. Start with one "Negative Nelly" and end with a team mutiny.  In our industry, that means loss of client base, fewer leases, reduced renewals, misplaced sense of community, negative residents, and total loss of control.

I'm a big believer in asking the questions you don't necessarily want to hear the answers to.  And in fairness, sometimes the answer is to just let them go.  Sometimes, you can't fix it.  Sometimes, as an employer, the best decision we can make is to help our employees along in their decision making process of whether or not this job is for them.  "Right people, right seat" is always forefront in my mind and sometimes that means releasing a bad catch.  It's never pleasant, but can be a short-term necessary evil to provide your team long term with a more productive work environment. Give attention where it is needed, which includes the rest of your team too. Demonstrate yourself to be a valid authority figure and team leader.  Your team will play ball when they understand the rules, guidelines and goals of the game as well as the grain of who they're playing for.

The important factor is to be clear and concise in every message.  Downplaying the influence, cause and need for a solution can cost you dearly.  If you aren't quick enough, the team mentality can shift from the fence to perceived greener grass all because they didn't see enough of a reaction out of you as the manager.  Sending a message of "I'm here. I'm paying attention, and this is what I'm going to do about it" is important.  The next step is to be decisive and efficient.  If we, as employers, can truly say that we tried everything then the best we can do is to preserve the larger sense of the whole team and release dead weight.  If nothing else, we are giving a clear demonstration to the remaining team that we are just as committed to them as we expect them to be to us.