The greater the level of dysfunction the more complaints you’ll hear from leaders and followers about each other’s shortcomings. The sad truth is that neither side understands the other because they both use disparaging terms that spawn misunderstandings, miscommunications, and mistrust.

Unfortunately, after experiencing an adversarial relationship for so long, the most troublesome people have resigned themselves to being at odds with the organization and almost everyone around them.

Sadly, more and more managers disclaim responsibility for improving employee functionality, choosing instead to let HR handle it. Maybe that responsibility does belong to HR. If that’s so, then let’s give those folks some useful concepts to get the process started. 

As the restoration work begins, it’s helpful to keep two things in mind:

• Functional employees will figure out what changes are needed and determine for themselves how to make the necessary improvements.
• Dysfunctional employees don’t think about getting better; so don’t expect them to give much constructive thought to improving themselves.

Be alert for opportunities to move the best people into visible positions of authority. As tempting as it is to get rid of the “dead wood,” be advised that research points to a chilling conclusion—dead wood floats. That’s because when dysfunctional employees hear about organizational improvement efforts, they immediately focus on survival—staying afloat.

Because they have the confidence to look beyond their current position, functional people maintain an external network that keeps them abreast of job openings. Therefore, if you don’t stay in touch with your best people, they may be hired away by your competition. Unfortunately, the dysfunctional employees aren’t looking elsewhere, which is why they seldom received outside job offers.