Bill Watterson, creator of Calvin & Hobbes, observed: “Nothing helps a bad mood like spreading it around.”

Here’s an example. Two fishermen were enjoying an afternoon at the river angling for their favorite catch. Each had a can of crabs they were using as bait. One man continually had to push his crabs back in the can while the other fisherman quietly enjoyed his experience while the crabs remained at the bottom of the can.

Mystified by the passive crabs, the frustrated fisherman asked his partner how he kept his crabs from escaping the can. “Oh, that’s easy,” he replied. “All you need is one crab who enjoys being at the bottom of the can and they will keep pulling the others back in.”

What a fitting illustration of what negative people do to any environment. If they are free to exercise their basic character, negative people will continually pull others into the dull drums of negativity, bellyaching, moaning, and groaning. And the pity parties are frequent and expensive.

What Is a Leader to Do?

Here’s the reality: I can do all the right things, say all the right words, and set the right example but there is no guarantee I can change anyone or any situation. That is sometimes a tough pill for leaders to swallow.

Here’s what you can do:

Make a deal with people. “You don’t be negative, and I won’t fire you.” 

Wait. Wait. Before you run out and follow my advice read on. Here’s a bit more of an appropriate approach.

Meet with the person privately (as soon as the negativity appears to be repetitious). Specifically, explain the negativity issue to them citing behavioral examples of the undesirable attitude and conduct. Be very clear about your expectations and how the current performance is not contributing to the success of the team nor is it in line with the facility’s values.

Literally, tell them to “Stop it!”

Ask for a commitment to change and mutually decide on a plan of action, follow-up, and accountability. What if they disagree with your observation? Give them a little time to think about it but hold them accountable for their issues. 

All of that said, let me be blunt: unless people want to shed their negativity, all the leadership strategies in the world will not work. Here are two very pertinent questions:

Can they change? Do they have the ability to make the required changes?

Will they change? Do they want to? Is there any desire to get “out of the can?”

Irreversible negativity causes irreversible damage. We owe it to the rest of the team to make tough choices. What we tolerate will be multiplied. Multiplied negativity is a catastrophe waiting to explode.

Questions to Ponder:

Whose negativity is currently poisoning the culture?

Is there a desire to get out of the can? 

How do I create a consistent behavior expectation regarding negative attitudes?

If I don’t act, how will this person’s attitude impact the team?