Manipulation and gossip that crop up in the workplace are bad for business because they can undermine the authority of leaders and cause conflicts. They also change the focus of work in some cases and distract employees from the objectives and goals the business has. For these reasons, business managers must stop manipulation and gossip at their roots. This requires understanding the psychology behind gossip and manipulation, setting and enforcing rules and setting a positive example.
Review your company handbook and look for regulations regarding gossip and manipulation. Establish these regulations and revise the handbook if they are not currently included. Define what constitutes gossip and manipulation clearly.
Eliminate as many opportunities for gossip as possible. For example, schedule breaks so that large numbers of employees can't gather in the break room or around the water cooler at one time or establish an Internet usage policy that allows for periodic, random evaluation of emails sent to other employees on company time or on company technology.
Do not provide any information to a manipulative gossiper at work except in writing.
Ask the gossiper to validate her statements with additional information. Point out that you do not want to discuss topics without facts.
Document examples of gossip you've heard and manipulative behavior you've witnessed.
Set up a meeting with the gossiper. Show him your documentation and reiterate the company policies on workplace gossip and manipulation. Ask the gossiper if he is aware of what he is doing and point out the personal and company harm the behavior could have.
Have at least one other person present when meeting with the manipulative gossiper so someone else can verify what you and the employee said.
Enforce penalties for workplace gossip and manipulation. A first penalty might be a written warning, while additional infractions may result in lost vacation or docked pay. Make it clear that the behavior is not acceptable and will result in termination if continued.
Show a basic interest in the gossiper as a person, point out what the gossiper does well and keep the gossiper busy. You likely are not qualified nor obligated to act as the gossiper's therapist, but sometimes people gossip because they have low self-esteem and aren't sure of their abilities or that people will accept who they really are. By showing interest in the gossiper and providing some positive feedback, you may quell the gossiper's need to talk about others, because the gossiper can talk about himself more comfortably. Keeping the gossiper busy prevents him from having the time to spread rumors.
Have morale-boosting activities for the entire staff and set a truthful, positive example. Do not let the manipulative gossiper crush the positive atmosphere and good self-esteem others have.
Terminate the employee if the behavior continues.
- Company handbook
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