Devils in disguise: Recognising and dealing with destructive team members

What it’s about

The term “devil in disguise” is often applied to people who appear outwardly cooperative and friendly, but who actually display behaviour that can have a negative impact on the team or organisation.

The goals of this group of people

Such behaviours are designed to maximise personal advantage or exert destructive influence, often by manipulating situations and information that is twisted or misused to achieve goals.

These individuals may also be characterised by dishonesty, deliberately withholding information or spreading lies in order to present themselves in a better light or undermine others. Passive-aggressive behaviour is another clue, as they avoid direct confrontation but use hidden messages or subtle criticism to stir up conflict or show dissatisfaction.

In some cases, these destructive individuals even go so far as to deliberately sabotage the work of others in order to weaken the team or ensure their own success. They often focus strongly on their own needs and strive for self-advantage, even if this is at the expense of the team or the organisation. Rumours and intrigue are also typical of such team members who want to sow mistrust and divide the team.

Overall, these individuals undermine the team’s efforts by hindering collaboration or fuelling tensions within the group. Their criticism is aimed at weakening the team or management without offering constructive suggestions or solutions. Their commitment to the team or project may also fluctuate, often depending on their own goals rather than the needs of the team. In addition, they expect disproportionate treatment and special rights without justifying this.

Recognising problematic team members

To identify team members with such destructive behaviours, it is important to observe their behaviour closely. Frequent criticism, passive-aggressive comments, manipulation or spreading rumours are indications of destructive intentions. Gathering feedback from other team members can provide a more complete picture, especially if multiple complaints or observations point to problematic behaviour.

A deterioration in the quality of work or commitment can also be a sign that someone is dissatisfied or has destructive intentions. People who deliberately avoid teamwork, refuse to take responsibility or constantly put their own needs above those of the team also show a lack of team spirit.

Dealing with these employees

Direct communication is the first step in tackling problems early and directly. It is important to be clear and precise about what has been observed and why the behaviour is problematic. In addition, clear expectations of behaviour and performance need to be formulated and understood in order to make responsibilities clear.

The person concerned should also be aware of the consequences of problematic behaviour. These consequences must be implemented consistently if the behaviour does not change. In some cases, coaching or mentoring support can be offered to help resolve issues.

It is also critical to reward positive behaviour to encourage productive collaboration and change behaviour. In serious conflicts, a neutral third party, such as a mediator, can help to resolve conflicts. All conversations and incidents should be documented in order to recognise patterns and take disciplinary action if necessary.

If all other attempts fail and the person continues to negatively impact the team, termination of the collaboration may be the last resort. By recognising such behaviours early and acting consistently, a team leader can help to maintain a positive and productive working environment.

The function of feedback sessions

Feedback sessions are a powerful tool to improve the performance and behaviour of employees, especially those who are seen as problematic. A feedback session can provide clarity by highlighting to the employee the areas that need improvement. It also raises the employee’s awareness of their behaviour and its impact on the team and the organisation.

A feedback meeting can also encourage employees to change their behaviour and strive for improvement by setting clear expectations for future performance and behaviour. A feedback meeting can also offer support opportunities such as coaching, training or mentoring. Regular, constructive feedback also strengthens trust between employees and managers.

Positive feedback and recognition of progress can increase employee motivation and encourage them to continue to work hard and improve. By tracking their progress and continuously working on improvements, employees can foster a culture of continuous improvement. It is also important to outline the consequences for continued problematic behaviour in order to set clear boundaries and show the employee that their behaviour is being monitored.

The feedback meeting also makes it possible to document the topics discussed and agreements made, which can be useful for future discussions and potential measures. Overall, feedback sessions are an essential part of managing problem employees as they provide an opportunity to communicate clearly, constructively and respectfully and encourage improvements in performance and behaviour.