The Nay-Sayer

I recall a world-class nay-sayer.

If being negative were an Olympic event, this person would be a decathlon champion. Pessimists and cynics would carry him on their shoulders to the cheers of crowds shouting, "Nope. Impossible. We tried that before."

He could readily tell you 25 reasons why a task could not be performed but seldom, unless heavy pressure was applied, would disclose how it could be done and even then you would have to ask just the right question.

In short, he was maddening.

Not that his observations didn't have merit. They often did. But his constant refrain of negativism only triggered the understandable question of whether he had any interest in our success. Although the rest of us might not be so sophisticated in our reasoning, we could easily come up with a quick list of why something might not work. Unlike the nay-sayer, however, we knew that our job was to make things happen. It was entirely reasonable to wonder why he should be kept around.

The nay-sayer had another characteristic that was especially frustrating: He appeared to take a certain amount of enjoyment in shooting down the proposals of others. Although he usually went through the motions of "regretfully" informing us of the downsides, you could see in his eyes the sparkle of a man who has found his calling: dream stomping.

That predictability became his downfall. After a while, his credibility suffered. Several of the projects he'd drenched in cold water turned out to be unquestionable successes. Like The Little Boy Who Cried Wolf, the nay-sayer was ignored.

As in that sad tale, it was possible that some day one of his dire predictions would come true. By then, however, the victims of his earlier negativity didn't care.

They were rooting for the wolf.

Note to a Negative Team Member

Dear _______,

I've decided to put in writing some thoughts about your performance.

You are pulling down the team. Your consistently negative attitude is a drag on our morale. You claim that you "tell it like it is" but your words go far beyond simple candor. You seem to take pleasure in finding fault and the same sarcasm that you use toward management is just as quickly turned on your co-workers.

Despite your frequently expressed belief that you are one of the best employees, you are one of the worst. You can be strong in some technical areas, but your "people skills" are in desperate need of improvement. You appear to be oblivious to the effect of your words. While you may be upbeat ten minutes after one of your outbursts, your co-workers are either hurting or seething and those feelings are not easily repaired. Your negative conduct has poisoned the work environment. Many people hate coming to work because they know they will have to deal with you. Still others try work on projects around you rather than with you. When you are absent, the entire atmosphere is transformed from tense and apprehensive to enjoyable and productive.

This doesn't mean that you are always unpleasant. You can be charming, cooperative, and even kind but your inconsistency keeps people wondering just which personality they will encounter whenever you walk in the door.

One part of you will want to dismiss this note as the whining of a wimp. I'm hopeful that the better parts of your nature will regard my message as what it truly is: a sincere attempt to help a person who has enormous potential.

We've love to have you as a positive member of our team. Change and we will enthusiastically welcome your transformation.

If you cannot find the willingness and strength to do that, you should leave.