Every company has them. You know the type: complainers, excuse peddlers, and hermits. They've worked here forever, seen and done it all, watched bosses come and go. They follow routine and resist change. In essence, they're killing time and collecting a check.
In business, they're called dead-enders. They arrive late and leave early—and no one dares challenge them. Forget facts and logic: They crave innuendo and conspiracies. They gossip, bellyache, play games, and create drama
. As a result, they consume valuable time, energy, and morale.
Sadly, dead-enders are often clustered together, a clique feeding off one another's misery. Of course you didn't know this when you joined them. But your reality quickly becomes self-evident. When you step up, they view you as a threat: the person who creates more work or secretly acts as management's spy. But when you follow their lead, you're swept up in their rancor or entitlement.
In business, they're called dead-enders. They arrive late and leave early—and no one dares challenge them. Forget facts and logic: They crave innuendo and conspiracies. They gossip, bellyache, play games, and create drama
Sadly, dead-enders are often clustered together, a clique feeding off one another's misery. Of course you didn't know this when you joined them. But your reality quickly becomes self-evident. When you step up, they view you as a threat: the person who creates more work or secretly acts as management's spy. But when you follow their lead, you're swept up in their rancor or entitlement.
Obviously, managers have the leverage to keep dead-enders in line. But what happens when you're on equal footing with them? What can you do when you're outnumbered and exposed? Consider these strategies:
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