The Destructive Characteristics of a Divisive Spirit (Wendy Samson and Curt Swenson, 2016)

The Destructive Characteristics of a Divisive Spirit (Wendy Samson and Curt Swenson, 2016)

The Divisive Spirit is not your typical “Debbie Downer” or “Eeyore” personality. There is a pathology and a pattern with this individual that can be extremely dangerous to your organization. Their intention is to divide and conquer and they enjoy bringing other non-engaged or disengaged employees along with them. Remember, this is a person who has strong skills, typically interviews well and will be pleasant with you to your face.  The following descriptors further describe their patterns:

1. They are oftentimes skilled and influential individuals who have all sorts of ideas on how to improve those around them. Because they have strong skills, supervisors will mistakenly hang on to them longer, thinking that they will be able to make them happy eventually.
2. Though they can be high functioning at their work, they are self-focused and concentrate on what is in it for them.
3. They constantly question the decisions of others.
4. You will hear them say, “Why did they get to do that?” or “How come she never has to do that and we do?”
5. They consistently assign negative motives to their leaders, and are comfortable casting aspersions regarding fellow co-workers.
6. They develop their own negative circles of influence inside and outside the workplace.
7. No amount of new or additional training, coaching, equipment, bonuses or other incentives will satisfy a Divisive Spirit. Remember, this is typically a character disorder, so throwing money, time, and attention at them will simply fuel the behaviors.
8. This person will sometimes hone in on a person with low self-esteem and will help them with their problems in an effort to recruit them to “the dark side.”
9. Under FutureSYNC International’s definition of a employee engagement, the Divisive Spirit would fall under the profile of an Actively-Disengaged Employee, exhibiting good technical/task skills but practicing non-supportive, complainer-type attitudes and behaviors.
10. Those employees who fall under the Actively-Disengaged category are the ones that cost the company the most money, as supervisors tend to hold on to them longer and try to appease them through additional professional development, more money, more time off, more support, etc. “A recent ADP study put the cost at $2,246 per disengaged employee per year!”
11. Every worker, at one time or another, has exhibited one or more of these behaviors, especially if they are poorly positioned, but of course, not all would be considered a Divisive Spirit. The person with this actual disorder has developed a pattern over time and it is typically evidenced in several job positions.

Other Qualities and Behaviors of a Divisive Spirit:

• Starting arguments
• Spreading gossip
• Creating cliques
• Creating fear
• Carrying grudges
• Backstabbing
• Deliberately undermining those in authority
• Pitting one person off against another
• Lying
• Setting up rules in order to create social barriers
• Being a racist or sexist or elitist
• Giving orders and demanding obedience
• Using principles (or even ‘righteous’ anger) as an excuse to cut off contact
• Personalizing a political dispute
• Raising the stakes in disputes
• Having an ‘I win, you lose’ attitude
• Acting without concern about how it affects others

Methods of Mitigation:

1. Hire smart. Though every person who hires employees regularly, will let one or two of these individuals through, some discernment regarding what to look for can really help! Interviews should focus less on acquired skills and education (which can be assessed through the resume) and more on scenarios that create cognitive dissonance and require critical thinking.
2. Call and speak with references! This step is so vital and yet, many employers who are wowed by the candidate’s obvious skill set, sometimes skip this step.
3. Listen for complaints and disinformation and utilize the probationary period. Do not be afraid to let someone go right away if you start to detect that they are complainers or are undermining decisions already. The probationary period is the PERFECT time to let them go!
4. Do not hold onto this personality, no matter how good their skills or how well liked they are. They can develop a level of negative influence that can take down your business or at the very least, cause division among your staff members, resulting in long-term consequences and slower recovery time.
5. Pay attention to their nonverbal communication during meetings. The Divisive Spirit might come across pleasantly to you one-on-one, but they will start to show their true nature in meetings where they see themselves as protected by the group. Derisive laughter, snide remarks, exchange of eye contact can all suggest that they are trying to gain traction at the company’s expense.
6. Pay attention to who they befriend. If they take a special interest in the people who tend to have negative mindsets or a victim complexes, they may be grooming them to become their right hand mutineers!
7. Cut this cancer out quickly by addressing their behaviors as zero tolerance under your code of conduct. It is extremely rare that these situations get better. In the end, it tends to only become more destructive, more painful, and more costly, eventually on a daily basis.
8. When you are letting them go, stick to the job at hand and don’t let them pull you off your task. They are good at deflecting blame and will want to start an argument with you, so just stick with your purpose for the day, which is to let them go. These people are threateners, but they rarely take their threats anywhere. Because they have done it so many times before, they have developed a reputation and are rarely believed. Let them go and do not look back.
9. During their reprimand or termination, this person will tell you that you don’t have the authority take action, or that what you are doing is illegal, or that you can’t make any requests of them, etc. Do not believe them. You do have the authority to let them go, just make sure that you have one to two other people with you in the meeting and that you have documentation of your due diligence in following your disciplinary protocol. If they won’t sign off, let them know that you will simply write, “refused to sign”. If they will not turn over their keys, let them know that you will have police officer pick up the keys from their home, etc. (Protect yourself by following the advice of your HR & legal professionals.)
10. If others call you for a reference regarding this individual, tell them the truth! If no one takes a stand, they will continue to move from job to job instead of seeking mental health counseling.