Coaches Corner by Sam Weaver
Your Silence, Their Paranoia …
Ever been tempted to warn someone about a terrible ex-employee? You might want to think twice. Here’s how a manager handled a situation that could’ve gone legally sideways, and what I told him.
Brand Mgr: I’ve heard rumors about someone getting a job as PD who used to be my Music Director. He was a horrible human being, and I feel like I should say something to that company before they suffer through what we did with him.
Coach: I’m sure you know that legally you could cause problems for you and your company.
Brand Mgr: Yeah, I know, but he’s so detrimental.
Coach: He’s that bad?
Brand Mgr: He fooled all of us. He fooled corporate, HR, and all us managers in the interviewing process. He’s a great interview and at covering up his checkered past. After he left here, I did more digging and found out things that went under the radar before we hired him.
Coach: Like what?
Brand Mgr: He’s great at getting jobs. On paper the reasons he left jobs always seem strategic. But that’s not it at all. He’s a con man and knows that former employers won’t say anything for fear of legal repercussions. Over the course of a year and half, I warned him in writing a number of times and put it all in his file. The documentation made letting him go much easier. But he still tried to sue us for wrongful termination. The judge threw the case out.
Coach: And what did you learn from the experience?
Brand Mgr: I found out afterwards that he’d sued almost every former employer. Nothing bad ever comes out about him because he knows nobody will give him a bad reference out of fear of legal issues. I hate to think that he’s fooled someone else into hiring him.
Coach: Hey, it is what it is. You can’t say anything. But I can suggest one of my old tricks. You said he’s getting a PD job. Is there an Operations Manager, a Regional Manager, or VP of programming running the show at his new place?
Brand Mgr: There’s an OM and a VP of programming. In fact, I’ve met the VP once at a conference.
Coach: Great. I suggest you find the name of someone who used to work at one of the stations he oversees. Then call the VP and let him know that you’re looking at that person for future employment and want his opinion. Also ask him about other people that he could suggest for future openings. Let the conversation flow organically and eventually drop in a “By the way, did I hear that you hired XYZ?” When he acknowledges say, ” Tell XYZ I said hi when you talk to him.”
Brand Mgr: I’m trying to follow your logic.
Coach: No problem, I’ll explain. The next time that VP does talk to his new hire, he’ll probably pass along your hello. It’s been my experience that the person in question will get a little paranoid and assume you said something bad about him. Your only satisfaction will be knowing that for a split second you got into his head. Believe me, I know from experience that this trick works.
Brand Mgr: That’s funny. I might take a page out of your book and do the same thing.
Coach: Your former employee sounds like a handful.
Brand Mgr: Yes, he was. I caught him taking songs out of hold because he said they were big hits where he’s previously worked. No matter how much research or Mscore information I shared with him, he just kept putting things in and I’d have to go back in and take them out. And don’t get me started on how he acted around the office. He pitted people against each other. He was the source for too many impromptu closed-door meetings.
You Just Can’t ….
I’ll remind you what I shared with the Brand Manager. You shouldn’t share any negative opinions with a potential future employer of any of your ex-employees. Better yet, if you have an HR person or persons, refer any inquiries concerning former programming staff to that department.
And if you need some friendly advice, drop me an email; samweaver@samweavermedia.com or text me, (972) 672-4812.