PathWays Case Study for July 19

As a laboratory director, you are responsible for managing personnel issues. You have received recurring complaints regarding an employee who is considered a high performer but not a team player. The employee generally works independently rather than collaboratively, tends to have a condescending tone with others, and oftentimes, refuses to communicate vital information. As a result, friction between colleagues has been observed.

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Deb Hagen-Moe
Education Coordinator
Mayo Clinic
Instructor in Laboratory Medicine and Pathology
Mayo Clinic College of Medicine


April Josselyn

April Josselyn is a Marketing Associate at Mayo Medical Laboratories. She is the editor of Mayo Clinic PathWays and supports corporate communications strategies and internal communications. She has worked at Mayo Clinic since 2012. Outside of work, April enjoys the outdoors and being "hockey mom" for her two sports-crazed boys.


Good information. Can you please give a full example of “Opening the conversation with a contrasting statement (I don’t … followed by I do…)?”

Hi Judy, thank you for your question. When meeting with the employee, use a contrasting statement to start the conversation. For example, explain to the employee you don’t want them to think you do not value his or her hard work. You do want to discuss how the employee’s interactions with colleagues cause colleagues to feel disrespected. This behavior is having a negative impact on morale.

The lab at Mayo Clinic in Scottsdale only has the best and work together.

High producers are only effective if they are part of a team one person never carry the whole load regardless of what they may think it takes individual people of all walks and strengths to run an efficient lab.

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