1. Navigating Negativity

2. Organizational Impact of Negative
People
 Drain everyone’s energy.
 Impede progress and change.
 Turn students off to learning.
 Create a pessimistic culture.

3. Know Who’s Officially Negative
~Dr. Mike Weber, Superintendent, Port Washington-Saukville (Wisconsin)
The “helpful
complainer” has a
problem/issue, but
offers a solution to help
resolve it.
(Not Notoriously Negative)
Image courtesy of monsterworking.com

4. Know Who’s Officially Negative
~Dr. Mike Weber, Superintendent, Port Washington-Saukville (Wisconsin)
The “therapeutic
complainer” is
experiencing a
“moment” and just
needs to vent.
(Not Notoriously Negative)

5. Know Who’s Officially Negative
~Dr. Mike Weber, Superintendent, Port Washington-Saukville (Wisconsin)
The “malcontent
complainer” has
ongoing, persistent
problems with
seemingly
everything, but is not
interested in solutions.
(You should be hearing
warning bells with this
one!)
(Notoriously Negative)

6. Negative People…
 Need attention (even if it’s negative).
 Use fear and guilt to manipulate and intimidate.
 Want you to fear a confrontation with them regarding
their behavior and attitude.
 Want you to feel bad about not seeing issues their way
or pursuing their plan.
 Want you to worry about what they might say about
you.
 Love to criticize others.
 Create drama to elicit sympathy.
 Derive pleasure from negative responses—enjoy
“getting you going.”

7. Navigating the Negativity
At the core should be a leader’s personal
belief that "most people are good, that they
want to do a good job, and want to do right
by the students.”
~Dr. Mike Weber - Superintendent, Port Washington-Saukville (Wisconsin)

8. Navigating the Negativity
 Don’t own the person’s issue.
 Drain negative energy by staying calm, avoiding a defensive
stance, and letting the person vent so that he/she can begin
to think more rationally.
 Model positivity—smiles, compliments, and positive
comments.
 Be introspective—”How did I contribute to this situation?”
 Be visible.

9. Navigating the Negativity
 Listen with open curiosity – ask open-ended questions.
 Strive to understand: understanding ≠ agreement.
 Indicate specifically what you understand:
 Try saying…“You are upset with…” or “You are frustrated with…”
 Explain your position clearly using ‘I Statements’.
 Try saying… “I am not sure I understand…” or “I am worried that…” or “I
need you to… because…”
 Be aware of your own emotions. If you feel the situation
escalate, you might say, “I see that we are both getting frustrated
(angry, etc.). I really want to resolve this situation, but I think we
need to return to our conversation tomorrow (or name another
date/time).

10. Get the Right People on the Bus
During interviews, ask yourself the following and look for
specific examples and evidence:
 Do they express the belief that all students can achieve at
high levels?
 Do they see colleagues as a valuable support system?
 Do they seem excited, energetic, and motivated to be
successful?
 Do they talk about what they have or do they focus on what
they think they need?

11. Negativity

12. Reference:
Managing Difficult People: Turning 'Negatives' Into
'Positives’, Available at:
http://www.educationworld.com/a_admin/admin/admin313.sht
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