So I have to work with someone who is very emotional. I'm talking gets teary whenever any feedback is given, gets testy quickly, and is in general setting a tone for walking on eggshells. They report to me and so far it's been ok between the two of us because I don't play into it. But noticed at a meeting today that their colleague appeared nervous to speak after them or voice any contradictory information and this has me concerned. Can I talk to this person without raising a huge HR issue?

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The person needs feedback. If they are making it uncomfortable for others to speak up they are creating a hostile environment. You should coach this person on how to receive constructive feedback. Manage them up or out. Your team will appreciate you addressing the behavior.

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I send this!!! That kind of person does NOT do anything positive for a work environment and it needs to change! If they can’t change they can ship OUT!

You should definitely have a conversation with them. Start by giving them positive feedback about their job so they don't start getting defensive. Then bring up areas they can improve on so they can be more effective in their role. I wouldn't bring up how other's perceive them, I would just stick to the specific skill area they can improve upon. Let them know you value them as a worker, and you want them to look at it as an opportunity for personal and professional growth.

I would mention how they are being perceived bc it’s the truth and it’s contributing to a very fearful environment! OBVIOUSLY don’t mention names but DO say you’ve had quite a bit of feedback, and you can include that you’ve noticed also… bc you have! And they need to be aware of how they come off so they can be mindful of that. How are they supposed to change if they arnt giving the opportunity? Not saying anything would be a disservice to yourself and your team.

Yes but avoid any words that could backfire against you, i.e. words that sounds like attacks of their character. By any chance could you share the gender and # of years at the company for this individual?

Yes, keep it factual. Hasn’t been taking constructive feedback well by … X example … factual examples of situations will help bc those arnt subjective. And then you can give examples of how that can be perceived and how it affects the team.

You can't really sugarcoat things if you want them to know the truth but end on a positive note. Let them know that you believe in them and that you're confident they can improve. It may take some time for them to change their behavior, but if you're supportive and consistent they'll eventually come around.

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