With more people considering quitting their jobs and facing an increasingly unfavourable job market, employees are feeling more trapped, disgruntled, and frustrated than ever before. Anthony Klotz, an Associate Professor of Organisational Behaviour at UCL School of Management, recently addressed this issue in the Harvard Business Review. He explored the causes of growing resentment within teams and offered valuable strategies for managers to mitigate its impact on team dynamics and relationships and maintain a positive and productive work environment.
Linking the unfavourable job market and the resulting frustration among employees, Anthony Klotz notes that people are increasingly prone to “acting like jerks” and engaging in minor acts of rudeness, such as excluding colleagues or interrupting meetings. These behaviours can create a toxic and unproductive work environment. Klotz emphasises that managers must swiftly address such conduct, warning that if ignored, it can spread, creating a “spiral of incivility” that drains team momentum and productivity.
To combat these issues, Koltz emphasises the importance of managers getting to know and understand the dynamics of their teams. This understanding enables managers to identify when “intervention is necessary” and prevent work conflicts from becoming personal. He advocates prompt action for problematic behaviour by suggesting managers follow Transport for London’s principle, “if you see something, say something”. Klotz nonetheless recommends handling these conversations delicately and on a one-on-one basis, tailoring the approach based on the individual at hand.
Additionally, Klotz advises teams to celebrate successes, recognize accomplishments, and focus on shared goals. By doing so, teams are more likely to cultivate a sense of optimism and shift focus away from negatives. He also suggests varying work patterns—such as alternating between virtual and walking meetings or changing meeting settings—as a way to refresh the work environment and offer a new perspective.