Laura Ribó: Behind a disgruntled worker there is usually a lack of recognition

She is so trained to negotiate that she even does it with herself when people take her picture. For her WhatsApp photo, she negotiated between credibility and approachability. She arrived at labor mediation after passing through advertising agencies, an environment she remembers as hostile, with an excessive workload, constant urgency, inequality, a lack of corporate structure, and abuse of vocational passion. Later she founded Civic. We roll up our sleeves to get down to work.

What is the typical problem that requires labor mediation?

— Relational conflict, with two or three people in a team who reach the point of being unable to work functionally, or macro conflict: when there are departments that do not collaborate because the structure is not well designed.

Let's say I clash with a colleague because we have very different ways of working. What do I do?

— If it is a small thing, let it slide. Choosing your battles is a great skill, like at Christmas dinner with the in-laws. Now, if it is constant, if it worries you and affects your day-to-day life, before it snowballs and escalates, talk to him about it. If that doesn't go well, escalate it to your boss or human resources.

Isn't it better to cheat it to avoid making it a big deal?

— No. If it is not addressed, people take sick leave or leave silently, which is a loss of talent and a risk for the company. Mind you: it depends on how you say it, do not say it in a bad way!

Let's add some tension, imagine that the colleague explodes and yells at me, at the bosses or at the subordinates. Can this be redirected?

— Yes, of course. The first thing we must do is set limits: stop it and postpone the conversation. But afterwards, it will be necessary to talk about it so that mistrust and suspicion do not remain.

Man, I won't have much desire for it. Maybe it's that we are incompatible...

— When we arrive at the conversation, we are usually so cross that we become defensive. If we want to solve it, we must go predisposed to listen, be open to knowing what is happening to the other person, not prejudge, and not expect them to agree with us.

Difficult. How do I approach this?

— First, you must be able to discern the facts from your interpretation of the facts. It is good to do a self-assessment to know to what extent we are objective and to what extent our way of being, our vision, influences things, perhaps we add some spice to it. Second, separate the problem from the person and their character: perhaps roles overlap, or the information is not clear, or it is a communication problem... And when we talk to them, we recommend the non-violent communication technique.

I am interested. How is it done?

— It is a more complex model but, in short, it is four steps. First, explain the concrete objective fact, what is happening. Second, say how I feel, how it affects me. Third, make explicit what I need. And fourth, make a request, if possible in the form of a question. This is 100% assertive and is applicable to all aspects of life.

What should I do if a colleague is always slacking off?

— Let's apply the method. First, think about what this person does differently from the rest and what room for improvement you have. Second, objectify the facts: they arrive late, they don't clean, they get a bigger bonus, they produce less, whatever it may be. And then take the bull by the horns. We can ask them directly, because perhaps they have permission, or perhaps they have a problem, and we don't know it. And we can also go to the leader and explain what is happening, how it affects me, and ask why there is treatment that you consider differential.

What happens if we encounter a bad apple that creates a toxic climate?

— If you are sure that they do it to everyone, that it is not just in your head, but that it disrupts coexistence and involves undesirable behaviors, set boundaries. You have your circle of influence and you can ask that certain things not be said to you or in your presence. The bosses should act.

I see that improving relationships takes time, and we already have enough work...

— On the contrary, it is a saving of headaches and dysfunctional working hours.

In many teams there is the guerrilla profile, who rows for the group, and the sniper, who looks out for himself. How can they work well together?

— It is essential to see if the position and the functions that the employee has are aligned with their professional profile and the corporate culture. And if someone is going against the grain, we must ask them what is wrong. Conversations between employees and management must be constant, not once a year.

What is usually behind a dissatisfied employee?

— Most of the time, a lack of recognition. Do you not need a pat on the back? Not a little! It is a basic need. I make an effort, I provide value, and they only come to me with problems and never with a congratulations or a thank you: that is the main disappointment. But it is never just for one thing. Little compensation, too much workload, them only thinking about goals as if people were robots... All of this, young people under 30 do not tolerate.

The famous change in work culture is real, then. What are they not accepting?

— A bad work environment. Little work-life balance. Mental health comes up in every interview. It is not that they do not want to work, it is that their scale of values is different. It is noticeable that they have a more collaborative training and are more emotionally developed.

Many workers would need a coach to ask for a salary raise. Any tips?

— First for leaders: create spaces of trust with your team. That "my door is always open" approach doesn't cut it. And for employees: if you don't ask for it, they surely won't raise your salary. Prepare the conversation with the four steps, and at the end, ask for the salary review and a response.

Something as diffuse as the work environment...

— The work environment is not abstract, there are indicators: the turnover rate, exit interviews with employees who leave, sick leave, internal complaints, whether there are reports, employee satisfaction surveys, and focus groups. People management needs structure and knowledge.

I was going to say: on whom does it depend that there is a cheerful or competitive or toxic or tedious atmosphere?

— Corporate culture may be highly designed in large multinationals, but it also exists in small companies and is transmitted by the ownership or management, decision after decision: who is promoted, what is punished, what is rewarded, how conflicts are managed, how it is communicated.

In the face of a labor conflict, when is it better to throw in the towel?

— If you cannot leave, try to prioritize the reasons why you are staying, such as financial necessity. But if you can leave, do so when your expectations and needs do not align with what you receive, when you are not aligned with the company's goals, when all the employee support systems have failed and it is not worth it for you to be there. And it will not be a defeat: you will come out a winner.