Supervisors with runaway tempers can cause serious problems. In one case, a supervisor repeatedly berated an employee until she quit in fear that she might be attacked. She sued for constructive discharge, claiming that she felt compelled to quit by the supervisor’s behavior.
      A court agreed and awarded the employee $600,000 from her former employer. Don’t let an out-of-control supervisor push things this far. Consider the following tips:
1. Meet with the supervisor immediately. To prepare for the discussion, consult your policy manual, human resources rep, and company counsel.
2. Describe the allegations. At the meeting, recount the place, time, and persons involved in the incident(s). Refer specifically to any abuse, shouting, or threatening behavior as objectively as possible. If the supervisor denies the charges, continue probing or schedule an investigation. If he or she admits the charges, gather more information without condemning the supervisor. Ask open-ended questions such as, “Why do you think you lost your temper?”
3. Explain the seriousness of the problem. Describe the company’s liability to legal claims for constructive discharge, intentional infliction of emotional distress, harassment, or creation of a hostile workplace. Point out the negative effect on the supervisor’s own career.
4. Follow up. Depending on the accuracy and seriousness of the charges against the supervisor, follow-up could range from dismissal or suspension to counseling. At a minimum, monitor the supervisor’s contact with employees while he or she undergoes counseling. Mediate disputes with employees until the supervisor can control anger. You might also add “interpersonal problems” to the topics in the supervisor’s performance evaluations and check for progress.
—Adapted from the Manager’s Legal Bulletin