Difficult Conversations Part V: Slippery Eels

Some folks never seem to have their trouble stick to them.

They are like slippery, slick eels that leave a wake of turmoil behind them while continuously slipping through the cracks of accountability.

Slippery Eels evade, distract, blame, take offense, and deny. They are masters of manipulation who are skilled at their craft while simultaneously creating chaos.

What's complicated about them is that they will point to their data-driven accomplishments while selectively ignoring the devastation of complaints surrounding them. Their sales numbers are through the roof, but there is a churn of turnover wherever they go.

Many leaders only care about their bottom line and will turn their heads from the burned bridges that lie in wake.

This is easy because the Slippery Eel is typically masterful at "managing up." They know how to keep up appearances for their bosses and redirect their attention to those bottom-line numbers.

Anyone who performs strongly is seen as a threat to the Slippery Eel and will likely become either a target or a carefully watched ally.

If you are a target, you will be attacked for any minor error, and your reputation will be questioned to upper leadership.

If you become a carefully watched ally, you will peripherally join the fold, but you will never outshine the Eel. Acknowledgments will get "forgotten," or critical information will be "overlooked" to make you look the lesser.

The Slippery Eel must make themselves look like the only one who has their act together to upper leadership. Theirs is the only work that shines. They are the keystone. Without them, everything will fall apart.

Upper leaders will quickly become grateful for all the Slippery Eel has to handle and manage. They will question the murmurings of "toxic workplace" and "difficult to work with" as petty office politics. Just like the Eel suggested, those folks are gossipy, likely incompetent, and tarnished.

The Slippery Eel claims to be the one and only diamond, while everyone else is Fool's Gold. It becomes imperative for upper leadership to look closer. They may have a treasure trove of authentic gems on their team, while their "diamond" is just Cubic Zirconia.

What To Do:

Document, document, document. Slippery Eels are slippery. Documentation makes their behavior more sticky. Write without judgment. What words are said? In what context? Channel your inner Joe Friday and get to "Just the facts, ma'am."

Managing Down. If you manage a Slippery Eel, remember that teamwork and effective communication are standards of nearly every job description. If they are wreaking havoc with their colleagues, hold them accountable for their soft, but still critical, skills. Their impact on the data may be positive, but their impact on the people, trust, and culture comes at a cost.

Stay Focused on Them. Slippery Eels are masters of diversion and distraction. They will try every which way to flip the script, find someone else to blame, or turn your attention to anything and everything but their behavior. Don't be fooled. Stay focused on your 1-2 main points, and make it clear that you are there to talk about them and their behavior, nothing else.

Managing Up. If your manager is a Slippery Eel, you must be careful with what you share. They are not a safe person to share vulnerable personal information or struggles. You must assume that anything you share will be used against you. Instead, turn to other mentors and colleagues when you need a sounding board. To the Eel, remain calm, cool, and curious. "Tell me more about what you mean by that..."

Skip-Level Meetings. If you work with a Slippery Eel, data and curiosity are your friends. You can't walk into meetings with your skip-level boss and complain. Instead, use data and questions. Also, try to avoid calling out the Eel directly.

For example, "In the past, I have conducted my work with this standard in mind. For the past (name the amount of time you've been working with the Eel), this way of working has received much critical, negative feedback. Has anything changed regarding our way of working?"