1. Identify who is angry
Train your managers and employees to identify behaviors that may indicate an anger-challenged coworker and have a positive system reporting these behaviors to management for further investigation. Dont wait.
2. Identify why they are angry
Interview the reporting staff to determine if the prompts warrant further review. Interview the subject to determine why he may be angry at work. Offer positive solutions for individual stress and anger management or consult EAP if appropriate and available.
3. Find solutions to the organizational culture when it comes to anger.
Don’t stick your head in the sand. Address potential organizational issues that may be creating stress and anger within your organization and work to resolve these challenges.
4. Train leaders to create a culture of citizenship.
Leadership comes from the top down and must tackle problems with resolution. If anger is innate in the leaders of an organization, this becomes a difficult but important concern. The costs of anger are too high, in the long run, for an organization to be more productive and long-lasting. Retention of key personnel becomes an issue if leadership creates a culture that tolerates or encourages anger in the workplace. Legal problems will also become a problem that reduces profits and productivity.
5. Train managers to identify anger and handle troubled teams / individuals.
Managers require training, support, and good leadership. Coaching or mentoring managers, especially new managers who have emerged from technical backgrounds, becomes an essential ingredient for the most successful organizations. This will also reduce turnover, sabotage, and legal challenges.
6. Train employees to manage stress and anger appropriately.
Give all of your employees the tools they need to manage their own individual stress and anger. Don’t assume they will learn courtesy and self-management outside of work. Although this requires time, resources, and attention from management, it will pay off in increased organizational productivity and employee loyalty.
7. Manage organizational stress and transition management.
Learn to manage your organization’s transitions and help your executives and employees survive stress at work. This will avoid problems and create an environment in which positive performance can thrive.
8. Create an anger management program for people with clear goals.
When someone has an anger management challenge identified, it can be a big management decision to help their staff with an anger management program rather than replacing these people or waiting for an outside agency to fix their “problem.” Programs can be tailored to your specific requirements. Some have a 2-day seminar and individual training if people need additional support. Other organizations may have mandatory, permanent groups for individuals identified with anger issues. Outside trainers or therapists are often hired for these programs so that confidentiality does not become an issue in the work environment.
9. Take immediate action: zero tolerance for anger and violence
Tolerating manifestations of anger or violence is dangerous. It can send the wrong message and open your organization to harassment lawsuits. Leaders must be strong with this zero tolerance.
10. Offer ways to talk safely about problems to prevent anger and violence (be open to creative solutions)
Create spaces that allow people to be heard. Respect the diversity of opinions. Create a safe way to express the appropriate levels of stress and frustration. Always seek to build a better environment and culture.
Implementing these principles may require determination and leadership. Many organizations require coaching and consulting to make these profound changes in their culture. The payoff can be found in increased productivity, loyalty, and more creativity in problem solving.