Leaders and other employees who consistently rub colleagues the wrong way cause harm that ripples throughout the workplace. What starts as frustration can escalate into full-blown conflict, dragging in managers and HR, damaging morale, and sometimes even spilling outside the workplace to cause reputational harm. The cost of this behaviour rises rapidly; lost productivity, increased turnover, absenteeism, and legal risks all add up.
But what if there’s another way to mitigate the risk by using systems and processes?
Myth: “They Can’t Change”
A common belief is that people who bully or act abrasively can’t change. While some individuals may have deep-rooted personality disorders, that’s not the case for all. Not every difficult leader or employee is a narcissist or psychopath.
In fact, data from the Boss Whispering Institute, which developed the Abrasive Leadership Coaching model, shows that 80% of abrasive leaders who undergo their coaching program change their behaviour (Crawshaw, 2007).
Recommendation 1: Don’t rely on assumptions. Consider evidence before concluding someone can’t change.
Systems Can Constrain Even the Worst Behaviours
A recent study (Laurijssen et al, 2023) explored whether workplace systems can constrain harmful behaviour, even from individuals with primary psychopathy (those who are cold, manipulative, and strategic, but often still function well at work).
The research tested the impact of three elements: rules, sanctions, and transparency. Only one stood out: clear rules.
This is because primary psychopaths are goal-driven. When expectations are clear and unambiguous, they modify their behaviour to avoid consequences that could impact their goals, such as promotions or status. But when rules are vague, they exploit loopholes and manipulate outcomes.
Recommendation 2: Strong systems beat strong personalities. Clear behavioural expectations act as protective infrastructure, not just against individuals, but against harm across the workplace.
Behaviour Change is a Trainable Skill
Too often, organisations choose to exit problem employees rather than develop them. Yet many of these individuals bring technical expertise and a desire to succeed. They just lack the interpersonal skills.
If the issue were technical, we’d invest in training. But with behaviour, we assume people should already know how to act.
This is a missed opportunity. Workplaces should treat behaviour like any other performance area:
- Set behavioural Key Performance Indicators
- Measure employee performance against them
- Provide training and coaching when gaps appear
This is how systems support lasting change, not just for individuals, but for the culture.
Recommendation 3: Treat behaviour like a performance skill. Build it, measure it, and support it through structured development.
Final Thoughts
Don’t leave workplace culture to chance or personalities. Systems and processes, done right, are powerful tools for shaping behaviour, reducing harm, and protecting the organisation.
