"My friend and I are both students who did an internship at a local museum over the summer that has now turned into continuing employment there. It's a fantastic job! But we have one persistent problem in the form of a coworker who is lazy, controlling, and mean. He doesn't finish any of his assigned contributions to projects we handle together, he frequently interrupts with historical "facts" that are actually completely false when interacting with the public,"
"and doesn't help with daily tasks beyond the bare minimum. While he isn't such a problem for me because I'm not very shy and can keep him out of my way. My friend, however, is shy, and he tramples her constantly by talking over her, minimizing her contributions, and ignoring her concerns. Our supervisors are aware of his misogynistic and otherwise lacking behavior and agree that it needs to stop, but they can't fire him because he's the director's son."
Two student museum employees face a coworker who is lazy, controlling, and mean. The coworker fails to complete assigned work, repeats false historical "facts" to visitors, and does only the bare minimum of daily tasks. The coworker speaks over and minimizes a shy colleague, ignoring her concerns. Supervisors recognize the behavior but cannot fire him because he is the director's son. The advised approach is to begin an exit strategy while protecting themselves in the meantime. Protective steps include practicing assertive interruptions, documenting incidents, setting boundaries, seeking allies, and prioritizing career development and other opportunities.
Read at Slate Magazine
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