When Your Co-Worker Loses It

One study indicates one out of six U.S. workers has experienced bullying or aggressive behavior in the workplace. This behavior can take many forms: angry outbursts, tantrums, curses or — in the worst extreme — threats or physical assault.

How do you de-escalate someone in the middle of a workplace emotional meltdown? Last week’s column defined this condition as the “amygdala hijack” — a result of the reptilian part of the brain (your inner lizard) taking over in a fight-or-flight response.

There are a number of things you can do when confronted with a boss or co-worker who is emotionally out of control (and the person you have come to know and respect is nowhere to be found). Handled poorly, these situations can be disastrous. In contrast, if handled well, workplace relationships often improve.

There are many tools, techniques and skill sets to help organizations deal with the stress and emotional difficulty in today’s workplace. Here are a few suggestions to consider when you find yourself face to face with someone else’s lizard.


Establish and maintain boundaries. Get clear about your boundaries; understand when enough is enough. Be prepared to state “this is not acceptable” clearly and unemotionally. Assert your right to be treated with respect (regardless of your position). Seek out human resources or legal counsel if there is a continuing problem or you have been threatened. Physical or emotional threats or abuse should never be tolerated.

Employ active listening. Another way to defuse an emotionally charged interaction is to repeat or paraphrase what you heard the other party say. This demonstrates that you are listening and taking in their concerns. Example: “I heard you say you are upset about what happened during the meeting,” or, “Clearly, you are very annoyed by my lateness.” Active listening does not mean you agree with them; it’s simply demonstrating you heard their point of view.

Be self-aware. Be acutely aware of your own emotions during difficult or emotionally charged situations. Emotional clarity and understanding of your primary “reactive” tendencies (and modifying them as required) can help you make a different behavioral choice that will directly affect the final outcome of the interaction.

Acknowledge the out-of-control person’s feelings. Show genuine concern. If they believe they have been heard and acknowledged, they likely will de-escalate. You can often defuse their reactivity by empathizing with them.

Remain calm. Talk them down by softening your own tone.

Take a time-out. Reasonable discussions are not possible when you are emotionally distressed. The amygdala is your brain’s alarm system. When it hits the panic button, cortisol hormones surge through the body and often last for hours. Advocate a break to let things calm down: “Let’s talk about this later. We’re too emotional to talk about this right now.” When your lizard is running the show, your higher brain isn’t functioning. Lizards typically do not make profound or intellectually sound decisions.


Engage the opposing lizard at the lizard level. Make the choice not to get reactive. Be aware of your own potential for your emotional lizard to get triggered. Two battling lizards aren’t pretty; it usually results in at least one of them losing its tail!

Threaten. Avoid the tendency to retaliate or strike back when emotionally charged. Avoid making judgments or name calling, no matter how tempting.

Use defensive or hostile body language (eye rolling, raised eyebrows, etc). This indicates disrespect and will only inflame and/or escalate a bad situation.

Take it personally. An out-of-control lizard isn’t about you. Feedback is information, not definition. How they are reacting says a lot more about them than it does about you. Don’t tie your self-worth into someone else’s lack of control and emotional intelligence.

Title, position and authority are not entitlement to aggressive, hostile or threatening behavior. Companies can’t afford to tolerate this kind of behavior. Inappropriate behaviors need to be documented and reported to human resources. You have rights. Do not allow them to be violated. If they are violated and things don’t change, leave the position and/or seek legal recourse.

Invest in yourself by hiring me as your coach! I can help you learn, develop and grow your leadership and emotional intelligence abilities.  I coach leaders all over the world via Skype.  Call me:  360 682 5807 or email: mmoriarty@pathtochange.com

Respect at Work

Sadly, I often hear from people in distress from co-workers who undermine each other. It seems workplace rudeness and disrespect are on the rise.

Demonstrating personal and professional respect is a fundamental expectation for any workplace. Leaders need to e diligent and promoting workplace cultures of respect.

At the risk of this blog post sounding like “everything you learned in kindergarten” basics, it’s important we revisit the value of workplace courtesy and respect.

We are all human beings with feelings and are at risk for being hurt. There are also serious consequences for treating a co-worker with disrespect.

Bad behavior has derailed many careers, and in extreme cases has resulted in legal action-and worse.

A common reason good people leave good jobs is because of disrespectful co-workers or bosses.

Professional and respectful Do’s

  1. Follow the golden workplace rule: Do unto others as you would have them do unto you.
  2. Be considerate of your co-workers’ personal space (never assume touching someone else is welcome) and time. Workplace cubicles make this ultra important. The lack of privacy is compounded when others treat your workspace like their own.
  3. Pay attention to your impact (i.e., how your loud booming voice or annoying cell phone ringtone carries into the next cubicle).
  4. Treat others with respect (remember that, culturally, respect means different things to different people). Use “please” and “thank you” regularly (again, what you learned in kindergarten!)
  5. Think before you speak. Ask yourself, could this possibly offend someone?
  6. Listen well. Give co-workers the benefit of the doubt, even if you prejudge them as off. Be curious about how they came to their conclusions (you might discover the idea is more on the mark than you previously judged). If you are always suspicious, overly judgmental and/or a micromanager, consider what you are communicating to others.
  7. Watch your language. Stressful situations can get worse with profanity, finger-pointing or loaded words such as “rude,” “unprofessional,” “untrustworthy,” “unethical” or “uncaring.” Instead, use neutral, descriptive words such as “loud” or “abrupt.”
  8. Tell co-workers when their behaviors negatively affect you. “I am offended when I hear you using that word. I would like you to stop using it with me.”
  9. Recognize that being passive aggressive or condescending to co-workers (including snide remarks or sneers) is simply bad form and unprofessional.


  1. Don’t confuse (or excuse) being informal or in a hurry with being rude. We all have busy schedules. It’s no excuse for impolite words or behaviors.
  2. Don’t stereotype or profile co-workers — instantly sizing them up and developing assumptions about them. Don’t give co-workers private nicknames. Differences exist. As human beings, we all create stories about what we believe is true about “others.” We are often wrong.
  3. Don’t gossip about or undermine co-workers. It was nasty behavior in junior high, and guess what — it still is. (It often says more about the person gossiping than the person being bad-mouthed.) When I hear people bad-mouthing someone else, I wonder what they say about me behind my back and I lose respect for them. Try responding with, “Oh, really?” then change the subject or get back to work. If you don’t respond, gossipers move on.
  4. Don’t be the company complainer. It can and will alienate your colleagues. The only good reason to bring up negative issues is to create a plan for resolving them.
  5. Don’t assume; instead, try expressing empathy vs. judgment. Notice when someone looks tired, unhappy or stressed. Express concern instead of judgments, such as, “What a slacker.”

Managers: Don’t tolerate bad behavior. Bring the behavior to the offender’s attention, document it and develop a plan for the employee to fix it. (Getting them professional help is often less expensive than attorney’s fees or headhunters.)

None of this is rocket science, but being aware of your behaviors and their effect on co-workers is important.


1. Being condescended to, 44 percent

2. Being reprimanded publicly, 37 percent

3. Micromanaging, 34 percent

4. Loud talkers, 32 percent

5. Cell phones ringing, 30 percent

Source: Fast Company

Invest in yourself by hiring me as your coach! I can help you learn, develop and grow your leadership and emotional intelligence abilities.  I coach leaders all over the world via Skype.  Call me:  360 682 5807 or email: mmoriarty@pathtochange.com