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to build the individual's skills in interpersonal communications and addressing poor performance. Once assigned, routine follow-up meetings should be held with the individual to ensure a smooth transition is completed. As supervisors prepare to address bad behavior with an individual, they must recognize the individual may have been performing in the same way for a long time and assumes his/her behavior is acceptable. In many cases, the individual may be acting in the same manner he/ she observed other employees behave. Because of this, the individual will likely be hesitant to admit his/ her behavior is a problem and may become defensive or argumentative. When interacting with the toxic employee, the leader must candidly and respectfully explain the behavior is unacceptable and that it will stop. Specifc examples of the negative behavior as well as consequences for employees and the organization should be provided. Working together, a formal, written corrective active plan should be created in which the negative behavior is described. The individual must acknowledge responsibility for performing in an unacceptable manner and for changing his/ her behavior. Detailed descriptions of the steps to be taken to correct the behavior should be created. This plan should also include standards of accountability and a schedule for attaining signifcant milestones that are agreed upon by all parties. Once the corrective plan is in place, there must be frequent meetings to discuss progress and ensure necessary adjustments are made. If the individual fails to satisfactorily change his/her behavior, adverse action must be administered including reprimands, suspension, demotion, and eventually termination. Finally, it should be noted that leaders attempting to hold an individual accountable are often faced with pitfalls to derail their efforts. Behind the scenes, the toxic individual may attempt to spread dissention within the ranks with misinformation and rumors to adversely affect the department operations or coworkers' morale. In other instances, attempts may be made to distract the intervening leader's attention by instigating problems that require them to spend time "putting out fres." In some agencies, the individual may initiate pressure from the community or union representatives to minimize the efforts to change his/her behavior. In communities where elected offcials are prone to become involved in personnel matters, these offcials may attempt to place political pressure on the leader. When this pushback occurs, the supervisor must be resolute in his/her stand to change the negative behavior. It is imperative for the intervening leader to keep his/ her supervisors informed of the problems being encountered and the corrective actions being taken. In the end, every employee deserves to be treated fairly and respectfully. Individ- uals with toxic personalities are destroying the life's work for persons serving in one of the world's most noble professions. These persons can exist anywhere in the department, as coworkers, subordinates or supervisors. Organizational leaders have a responsibility to identify, confront and stop this negative behavior. When the individual fails to take responsibility for changing his/her behavior, he/she must be removed from the organization. Chief Dwayne Orrick has been the police chief in Cordele, Ga., for 20 years. He may be contacted at dorrick@bellsouth.net. LaO Post your comments on this story by visiting www.lawandordermag.com Click on EInfo at - www.lawandordermag.com reader service #38 www.lawandordermag.com 93