Tradie HR director Leigh Olsen identifies various types of difficult workmates — and how to bring out the best in your working relationships with them.
I once worked with a contractor who had an opinion on everything. If someone had a work challenge, she had already experienced way worse — but, of course, had conquered it.
If someone had had a great result, she’d instantly default to her trip down memory lane, recalling how she’d once achieved something similar — but, of course, even better.
Yet, she actually did little in the workplace. Not only did I start to see an increase in rolling eyes behind her back when she started to talk, but I also started to see frustration begin to build amongst her co-workers.
She was a difficult workmate — and she was negatively impacting the workplace.
We all have difficult workmates — so what can you do to bring out the best in your working relationship with them?
The know-it-all
Every now and then, you’ll get one workmate that thinks they just know best but, really, does little in the workplace. Some of the main tell-tale signs include:
• Delegating everything and giving orders to avoid accountability — they love apprentices!
• Using complicated jargon or elaborate phrases to confuse and sound impressive.
• Appearing busy by rearranging the toolbox or grabbing yet another coffee — but not actually producing results.
So how do you manage a big talker? Have a conversation. Communicate what you’re observing — the rolling of the eyes during meetings, or the loud sighing while they’re saying once again “I’m just so busy.”
Frame the feedback carefully, making it clear that the goal of the catch-up is to help the person to improve, not embarrass them. Communicate that you feel duty bound to bring it to their attention so they can bring about a change in their behaviour — the desired outcome.
Then ask some key questions:
• How do you believe you demonstrate effective communication in the team?
• What role do you see yourself playing in the team?
• How do you think you “add” to the team and what might you “takeaway” from the team?
The initial conversation may be tough, but as a manager it is your responsibility to address the issue before you get multiple resignations.
The constant complainer
This person never seems to have anything positive to say. Whether it’s about the workload, management, or even the coffee machine, they always find something to grumble about. While some concerns may be valid, their negativity can spread and lower morale, leading to disengagement.
To deal with a complainer, I’ve found that acknowledging their concerns, such as a simple “I understand” can go a long way.
Encouraging them to bring solutions to match the problems can really help. Research has shown that redirecting their focus can often break the cycle of negativity.
I once worked with someone who complained about everything! One day, I simply asked, “Are you trying to solve this or just spread it?” They stopped in their tracks. Silence. It was magical.
The disappearing employee
You know the one — the person who is somehow always missing when there’s real work to do. They might conveniently disappear during tough assignments, frequently call in sick, or master the art of looking busy without actually accomplishing anything.
I worked with a client recently who had a warehouse assistant, “Sam”, who loved to talk, got coffees for everyone, and helped with minor tasks.
However, whenever a big delivery came in or there was heavy lifting to be done, Sam would disappear conveniently, needing to use the bathroom and staying in there for an oddly long time. Or he would disappear, remembering that he needed to “check on something real quick”.
Somehow, Sam would magically reappear just as the hard work was wrapping up, even asking if there was “anything else he could do?”
His co-workers caught on, and his habit of disappearing during crunch time was frustrating the team. That’s when his manager called me and we invited him to a meeting to talk about our concerns around his accountability and teamwork.
As a manager, addressing this requires clear expectations and accountability. Tracking responsibilities, setting measurable goals, and regular one-to-ones can help ensure everyone is pulling their weight.
The credit stealer
Nothing is more frustrating than a colleague who takes credit for work they didn’t do. Whether they hijack team projects or subtly shift the spotlight onto themselves, this behaviour can create resentment.
I recently witnessed this in an engineering team meeting. One employee, Bob, presented an idea as if it were his own. The real creator, Grant, went noticeably red but chose not to speak up.
Luckily, the manager, who is skilled at reading body language, picked up on what was happening. Instead of calling Bob out directly, he asked him a specific follow-up question about how he saw the idea being implemented in a particular market.
To say Bob hesitated is an understatement. He fumbled for an answer, but couldn’t provide any real insight. That’s when Grant confidently jumped in with a well thought-out response — because he had actually developed the idea and had already considered how it would work.
The moment made it clear who the real contributor was, without causing outright confrontation.
The best way to prevent credit-stealing behaviour is through clear documentation and open communication.
If you’re in a leadership role, make it a habit to publicly acknowledge contributions so that recognition goes to the right people. And if you’re a manager, never, ever claim an idea as your own — your team will notice, and they won’t forget.
Conversations are critical
With all of these challenging workmates, there is one crucial step we all need to make — have a conversation. It is critical.
At times, these may be challenging to plan for, so often having support helps to decrease the stress levels for all involved.
Tradie HR specialises in tailored HR support for Kiwi trades businesses — including having crucial conversations to keep your workplaces growing. Let’s talk!
Note: This article is not intended to be a replacement for legal advice.
