Welcome to Manager Tools. Today's show How to Manage a Discruddled non-promoted direct. Part 3. Here we go. Okay, so that was the scenario where the individual is not only disgruntled, but is acting.

It's exhibiting behavior that suggests they're disgruntled, unprofessional behavior.

So let's talk about the other side, the person who is professional

that you may think is disgruntled,

but continues to act professionally.

Yeah, what you just said was in that situation he was disgruntled and he acted disgruntled.

Actually there are three phases, I never thought about this until just now, there are three phases in the

disgruntled spectrum.

It is first you hear that they're disgruntled.

Secondly, they are disgruntled,

and thirdly, they behave that way.

If you first hear it you ignore it.

Okay that's what we recommend.

Even if you believe it there will be no proof that in fact they are disgruntled until they actually behave that way.

You've got to get all the way through step three before you can have any credibility in addressing it.

But what most managers want to do is address it at step

one when they hear it. And think about it, God, as you say, whether the guy is disgruntled or not,

if he behaves professionally.

But you're punishing him because somebody told you he was disgruntled

when in fact there's no evidence.

I mean, yeah, so it's much easier to feel good about this path when you think about it relative to what would

happen if I didn't use the right path, if I didn't use the right approach, and in fact I was dealing with somebody who really

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