Bronwyn Fryer

“Where on earth is it?” Mark Landstad wondered aloud. He scanned the sea of files in his predecessor’s master folder on the company network one more time. “I know it must be here somewhere!”

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Reprint: R0811A
Mark Landstad, relatively new to CliffBank&#8217;s investment banking division, has a veteran teammate, Nicole Collins, who appears to be a reliable ally. However, when Mark needs her help in locating vital information for his part of a presentation they will be doing together, she feigns ignorance. During the meeting, Nicole produces the data out of the blue and wows the attendees with her analysis. Knocked off balance by the sabotage, Mark clumsily seeks advice from his boss, who is a brick wall when it comes to interpersonal dynamics. How should Mark deal with his backstabbing colleague?
Maggie Craddock, president of Workplace Relationships, classifies Mark as an anxious pleaser, one of four power styles identified by her firm&#8217;s research. She surmises that Mark is actually sabotaging himself and recommends that he address his dilemma by first examining his own modus operandi.
R. Dixon Thayer, former CEO of I-trax and himself once the victim of coworker sabotage, has empathy for Mark. However, he criticizes Mark&#8217;s hasty, open-ended way of approaching his superior. Thayer lists four &#8220;rules for boss engagement&#8221; that Mark should follow, beyond proving that his sneaky colleague won&#8217;t stop him from getting results at CliffBank.
Deborah Kolb, of the Simmons School of Management, contends that Mark does not yet understand his division&#8217;s culture well enough to know whether Nicole&#8217;s behavior is the rule or the exception. Only by overcoming his political and interpersonal naivet&#233;, she argues, can he learn how to negotiate relationships in his new setting.

When Your Colleague Is a Saboteur

Reprint: R0811A Mark Landstad, relatively new to CliffBank’s investment banking division, has a veteran teammate, Nicole Collins, who appears to be a reliable ally. However, when Mark needs her help in locating vital information for his part of a presentation they will be doing together, she feigns ignorance. During the meeting, Nicole produces the data out of the blue and wows the attendees with her analysis. Knocked off balance by the sabotage, Mark clumsily seeks advice from his boss, who is a brick wall when it comes to interpersonal dynamics. How should Mark deal with his backstabbing colleague? Maggie Craddock, president of Workplace Relationships, classifies Mark as an anxious pleaser, one of four power styles identified by her firm’s research. She surmises that Mark is actually sabotaging himself and recommends that he address his dilemma by first examining his own modus operandi. R. Dixon Thayer, former CEO of I-trax and himself once the victim of coworker sabotage, has empathy for Mark. However, he criticizes Mark’s hasty, open-ended way of approaching his superior. Thayer lists four “rules for boss engagement” that Mark should follow, beyond proving that his sneaky colleague won’t stop him from getting results at CliffBank. Deborah Kolb, of the Simmons School of Management, contends that Mark does not yet understand his division’s culture well enough to know whether Nicole’s behavior is the rule or the exception. Only by overcoming his political and interpersonal naiveté, she argues, can he learn how to negotiate relationships in his new setting.

When Your Colleague Is a Saboteur

Summary.

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