If you haven’t already, you will eventually work for a “screamer” in television news.  It’s just a simple fact of life in the biz.  But that simplicity of fact does not mean reacting to it is simple.  Screamers are alarming, and not just for the ear.  It means the person loses control in key situations; very troublesome when this is the person who decides your fate.  The good news is that the screamer’s boss probably is aware of the temper tantrums and hopefully takes them and any tirades about staffers with a grain.  The bad news:  The screamer is usually not forced to calm it.  So the verbal abuse keeps on coming.

There is an effective way to protect your ears and your ego.  The more the screamer lets loose, the calmer you need to be.  You need to consistently do this, during public and private tirades.  Screamers expect to unnerve you.  It is a control technique for bullies.  If you want the person off your back, don’t indulge it.  Sit down, look slightly above the screamers head and watch him or her pitch a fit.  Whatever you do, do not speak.  The screamer is not interested in anything you have to say.  The screamer needs to get rid of pent up stress.  Once the screamer is done, say “okay I will keep that in mind.”  Then go back to work.

Sometimes the screamer will follow you and start up again with insults or questions like “did you hear anything I said.” Say “yes” to the question and ignore the insults.  Later, once the screamer is calmer, you might be called into that person’s office.  Hopefully this is when you can get some constructive criticism and explain any extenuating circumstances.  But if the screamer has a particularly insecure ego, you will not hear about the incident again.

This does make it harder to learn what “old yeller” wants.  You can still listen to the rants and try and decipher the point.  Just do not lower yourself to the standard of the screamer.  You need to keep your cool.  That can help you if things get really out of hand and you end up in human resources.  You also would prefer the tantrums happen in public even if it is humiliating at the time.   Witnesses can say it was the manager who lost control, not you.

Finally, no matter how tired you are at the end of the day, document the inappropriate conversation with the screamer as well as any follow ups.  Include the time of day and a witness list in your notes.  Remember human resources must have patterns and documentation.  If you end up in trouble, you can use these tantrums to buy time and demand a formal critique of your work in writing.  Your case:  How could you be expected to know what to do with the manager screaming at you incessantly?  There is a case to be made and, again, you have to be able to show a pattern of verbal abuse.

Now the caveat for your efforts:  The screamer will become disarmed at your calm response.  The screamer will end up noticing how out of line he or she is getting.  This will throw the person off and you will take control of the relationship.  After a few attempts at rattling you, the screamer will usually learn that you are tough skinned and probably not someone to mess with.  You will probably be left alone.   In some cases you will even become the screamer’s confidant.  We have seen news managers develop a strange need to then constantly impress and please the employee that cannot be unnerved.  You might even end up with better assignments.  There is always another sucker on staff that will scream back or cry.  The screamer will usually become focused on that person.

 

We have seen some incredible talent get burned by making the wrong choice.  First let’s spell out why human resources really exists.  Headline:  It is not for employees.  Human resources is designed to keep management from being sued.  It oversees hiring, annual reviews and station policies to make sure the company is protected.  This knowledge is key.

If you are being harassed by a co-worker, you need to be able to make a clear case.  If management is after you, human resources is helping the effort.  However, human resources does still give you options.  You just need to play your cards right because the deck is stacked against the individual worker.  If you complain as a group, there can be safety in numbers and strength in message.  This is hard to understand for many workers, however, it is the simple truth.  Also you should never go to human resources before speaking with your direct managers.   This will burn you because you are not going through the chain of command and giving management a chance to fix the problem.  The only exception would be if your reason for seeking help is a problem with the news director.

So when do you go to human resources?  The answer is usually in your employee handbook.  When station policies are clearly being violated you have the right to complain.   This often involves a manager that is out and out ignoring written policies, like approval of vacation time or denying sick time despite having sick notes or other required documentation.  This means you must have a paper trail.  Written proof of one incident is usually not enough.  You must be able to show a pattern.  Again, the best bet is if several people have similar documentation and it’s all turned it in over a short period.

Now let’s say your job is being threatened.  Complaints to human resources might buy you time.  Again though, you must have documentation.  Let’s say management is complaining you don’t always come to work.  If it’s because a manager keeps changing your schedule and doesn’t inform you, that could buy you time.  So, in this example, copies of the schedules and the changes that caused the issue could go a long way toward protecting you.  Also, check your employee handbook.  Usually you must be given written notice of schedule changes.  If you are told there are issues with your job performance, take a look at your annual reviews.  If you have several past reviews that are strong and one that is weak, you may be able to buy some time.  Request that management give you an action plan to improve your performance.  Then follow up with human resources if management fails to give you such a plan.

Human resources can also be a direct link to the general manager.  Weigh this knowledge carefully.  If you just hate a manager and want to bring the person down, a complaint to human resources is a serious gamble.  You need clear cut proof the manager is not following corporate or station policy.  You also need several others who can corroborate your complaint.  If there are clear cut problems though and a group of people are willing to stand up, your chances of getting help are much better.  Notice we said help.  Do not expect a manager to get fired.  What you might see is policy change or disciplinary action.  In one case we saw a news director forced to seek anger management training.  No firing however.  Still it did help calm the waters in the newsroom.  But you must also realize that this process does not always happen in a vacuum.  Here’s one final note to think about:  That particular news director may have actually been told who complained.  So, think hard if you want your boss to know you complained about them later on down the line, when layoffs or other changes are needed.

 

 

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