The Old Joel on Software Forum: Part 3 (of 5)

Teaching him a lesson

Hi guys

Once again, as many times before, I come to this board in search of help and enlightenment.

I have a problem with an external consultant. This guy was hired to work on the maintenance of our company's website. Meanwhile, extra work was ordered and he stayed around to help out.
Now, this is where the problem begins. He seems to have developed an attitude problem.
Part of that work involved remaking our modus operandi and, as you know, people *hate* change. His attitude problem arose when given the authority to rebuild those tasks, he developed a huge dose of contempt for the people who worked them originally. And he started to show that contempt out loud.
During lunch hours, when we native workers complain that something doesn't work, he suggests with that "...maybe if someone isn't happy, they should go work somewhere else..." and when he's in the development room he keeps asking us half sarchastically, as if he was the boss: "So, how's work going? Is it ready? When will it be?".

I know I'm not the only one fed up with his attitude. But my manager, the one who reports the weather of our department to upper management, is so dependent on this guy, that it doesn't move a muscle. And I seriously doubt if my manager could see what's happening, he's not that clued in.

Any ideas on how to deal with this guy? How to put him in his place? He was hired to do maintenance on a piece of software, not insult us. And management is uselless.

Guys?

RP
Wednesday, November 26, 2003

I would talk to that guy and tell him that he is responsible for the work that is very important for the company business and you expect from him strong support and contribution.
You need to take his attention, give him respect and show that you ultimately need exceptionally good results.

If then he will not be your contributor, talk to your manager and search a replacement. People, which work in very important positions, should be interested in that work or fired.

Evgeny Gesin /Javadesk/
Wednesday, November 26, 2003

RP, you need a mirror. That's what "attitude problem" means.

me
Wednesday, November 26, 2003

This person has some growing up to do. As many
geeks are in arrested development, it may not happen.
I've never understood in a profession where we have
so many chances to make errors, how someone could
not develop empathy and an understanding how things
work.

son of parnas
Wednesday, November 26, 2003

Try alt.shennanigans

Wednesday, November 26, 2003

Advice, eh? Adjust your own attitude so that he doesn't bother you anymore. Once that is complete, then it's time to think about a respectful way to help him recognize his effect on everyone.

Trying to 'help' others when you're bitter/angry/annoyed/slightly miffed isn't going to help anyone.

1/4 Ain't Bad
Wednesday, November 26, 2003

Tell him "you're not the boss" repeatedly until he runs to complain to the boss.

And the boss will, well, agree with you :)

Alex
Wednesday, November 26, 2003

Is this a follow-up to your "constructive dismissal" question a few days ago?

A cynic writes
Wednesday, November 26, 2003

How about telling him the truth. The next time he starts spouting off simply exclaim "Wow. You really ARE an asshole.", and then ignore him.

It might not make him stop, but you'll feel better.

Steve Barbour
Wednesday, November 26, 2003

To A Cynic Writes:
It's part of the problem. But he acts that way to everybody, not just me.
And the harassment has just stopped.

RP
Wednesday, November 26, 2003

1. Dude, please - don't let him bother you. Just let his attacks slide off your back. Don't let it bother you one bit. His dynamic is he gets off on putting you down so don't give him the pleasure of reacting to him.

2. How to handle him beyond that is a matter of style. You could be friendly and helpful and help him grow as a person. Personally this is the best way to handle it but it is the hardest and may not work. If that doesn't work, you could be extra sugary polite to him and appear to be helpful while giving him no useful information. One way to do this is to play up to his comments that no one there is competant -- act like you are helpless whenever he asks for assitance and drive him nuts with an unending series of dumb 'clarification' questions. For example, "I'm just trying to understand what you're asking, help me out here, can you explain in more detail what you mean when you say use the Bridge pattern... what's a bridge? What's a pattern? Oh gosh I never would have thought of something as clever as that, you are so smart." If you use this approach, also sabotage his efforts with passive-aggressive tactics, then complain about his efforts in "private" to other employees when your boss is conveniently within earshot: "Man that consultant guy doesn't even know what a bridge pattern is, where'd he go to school anyway? Does he even have a degree?" Again, this is only as a last resort in a hopeless situation after all other avenues have been exhausted.

Tony Chang
Wednesday, November 26, 2003

"...the harassment has just stopped"

So- to use a family expression - 'two steps forward, one step back'?

Given your recent experience possibly best to let your colleagues deal with this one.

A cynic writes
Thursday, November 27, 2003