They hide in the shadows by the break room (Or in the Teams chat), blaming their team for problems in the department. Their long presence reminds everyone that the work culture isn’t great. These people are every company’s nightmare. They claim to “own” the culture, but really, they take pride in making things worse.
They complain every day about broken promises, unfair pay, unappreciated work, lazy team members, and company nonsense. Their constant negativity slowly crushes the team’s spirit. Whenever a new person joins, they share their own “truth” about how things really work. High hopes and enthusiastic energy is sucked from the new employee until their well is dry.
v “Don’t work too hard or they’ll just give you more.”
v “No one gets held accountable.”
v “We’ve seen it all before; nothing changes.”
v “Management doesn’t care.”
v “Everyone quits after a year.”
v “Good help is impossible to find.”
v “Employees have it too easy.”
But these people stick around, draining energy from managers who have to deal with them. They’re called the Vampires of No Accountability (VONA)—the keepers of a negative workplace.
How Do You Release These Culture Killers?
First, you must spot them. Listen to how people talk. Who complains every day, does the bare minimum, and takes up most of your time with problems? Which managers blame their team for poor results instead of looking at themselves?
Most leaders know exactly who these people are. The hard part is figuring out what to do next. VONAs know how to behave just well enough not to get in trouble. They create such a toxic environment that most managers avoid dealing with them. But your work culture will never improve until they’re “released to other opportunities.”
That’s right—gone.
VONAs can’t be fixed. They don’t reflect on themselves or care about others. Words like “motivation” and “empathy” mean nothing to them.
They don’t want to leave, though. Why? Because their VONA role means they don’t have to be accountable. They can do the least amount of work and blame others for any failures.
They have endless excuses for not doing their job or helping out. They claim they’re “too busy” or “overworked.” Whatever you ask is always “impossible,” “stupid,” or “unfair.”
What Should You Do?
Ignore them. If you stop giving attention to their complaints, you take away their power. If no one listens to their constant negativity or stops to “fix” their problems, what will they do?
Complaining keeps them going. It justifies their poor performance. Instead, focus your energy on team members who try hard and want to improve.
Look for people who care about the team, have ideas for making things better, and ask helpful questions. Encourage them to work together to solve problems. Invite the VONAs to join in, but don’t beg or plead with them. Don’t act like you need them for the team to succeed.
The most important thing to remember is that motivation starts with each employee. Managers can support and encourage growth, but employees must choose to be involved.
Effective leaders inspire enthusiasm and keep it alive every day. They also know that letting toxic people stay is a huge mistake. Teams would rather be short-handed than deal with a toxic coworker.
According to the Harvard Business Review, being close to a toxic employee makes others more likely to act the same way, but things get better quickly if you put some distance between them and the team. Try moving desks, reassigning projects, having fewer big meetings, or encouraging remote work to help the situation improve.
A 30–60 Day Challenge
v Limit time with VONAs: Don’t let them take up more than 30 minutes of your week. Schedule meetings about complaints at least 7 days out. Don’t drop everything for their latest issue.
v Set expectations: Listen to their dissatisfaction and acknowledge their feelings, but suggest solutions or ways to cope. Always act professionally.
v Identify unacceptable behavior: Make it clear what isn’t acceptable. Don’t be afraid to say, “If you’re so unhappy, maybe this isn’t the right place for you.”
v Focus on positive employees: Spend 80% of your coaching time on those who are engaged and cooperative. Let them help interview new hires based on team values. Dilute the negative influence of the VONA.
v Document everything: VONAs might fight back. Set clear expectations and consequences for not meeting them. (See Accountability Dial: The Boundary and The Limit.)
v Watch for change: When VONAs leave, notice how the team mood and engagement improve. Don’t rush to fill the spot—wait for the right fit.
v Celebrate small wins: Losing one toxic employee can make a huge difference. Enjoy the lighter, happier workplace.
v Take care of yourself: Dealing with VONAs is tiring. Make time for things that energize you and keep you positive.
Protect Your Team
Keep your team safe from the Vampires of No Accountability, just like you would protect them from an illness. Reward and recognize the team’s progress. Don’t let new VONAs join, even for a short time. You have the power to stop drama and negativity.
Lead your team into a brighter, healthier workplace.
Check out two related posts:
Personal Responsibility in the Pursuit of Happiness
Six Magic Words for Stopping Blame and Increasing Accountability
To your greater ability to build a positive, accountable team.
Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT
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