By Mike Clements
I recently had an encounter with a “gotcha” employee. I had just left an organizational meeting feeling reassured and good about what the group discussed, as well as the overall direction of the organization. Later, I mentioned the meeting to another employee who had attended and was shocked when this person shared a long list of things “others” weren’t satisfied with. It was like we had attended two completely different meetings.
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This tendency to ignore the positives and fixate on the negatives is just one example of “gotcha” behavior. Maybe you have someone on your team who speaks up only to poke holes in others’ ideas. Maybe there’s a coworker who tries to disguise their tattling with “I’m just trying to make our team better” reasoning. Maybe a member is known for making snide comments to undermine others’ achievements. They seem to think it’s their job to catch every shortcoming and call out every mistake made by another employee or manager. Worst of all, they seem to take pleasure in it. “You didn’t cover that in your report.” (Gotcha!) “I see a problem with your plan.” (Gotcha!) “You forgot to take care of this task.” (Gotcha again!)
This behavior is not unique to the fire service, of course. But there are certain characteristics of our industry—the long stretches of down time between emergencies, and the tendency to attract people with a particular brand of wit and intelligence—that make it fertile ground for “gotcha” behavior. Most workplaces have at least a few “gotcha” employees. This behavior is often connected to managers, but people at every level can contribute to a “gotcha” culture. Many times, these are some of the smartest members of the group, but they have chosen to use their intelligence to play “gotcha” games rather than bringing up their concerns in a mature and respectful manner.
Unfortunately, this behavior can spread like wildfire if you don’t nip it in the bud.
The Dangers of ‘Gotcha’
As you might expect, “gotcha” moments have a profoundly negative effect on the workplace. They cause disruption and turmoil, tear down the camaraderie of the team, and force employees to spend their time and energy covering their backsides—lest they be the next victim of a “gotcha” moment—instead of working to make the fire station or fire department better. It doesn’t take many “gotcha” employees to poison a culture. Good employees burn out, “quiet quit,” or leave.
This behavior has consequences for the person displaying it, too. They spend all their time putting others down instead of focusing on their own work and careers. This causes them to miss out on countless moments that could be used for learning, connection, and supporting others. The driving force behind this article was not only witnessing this behavior (and—full disclosure—engaging in it myself at various times in my career), but watching crews miss the best days of their careers because they are too focused on playing “gotcha.”
Nobody wants to be around a coworker who is negative all the time—especially one who embarrasses them and exposes their mistakes. Eventually, “gotcha” employees become isolated and possibly disliked. They will feel hurt; after all, in their eyes, they were just doing their jobs by trying to point out cracks in the system. So they’re likely to “punish” their “ungrateful” colleagues by doubling down on their “gotcha” behavior, perpetuating the cycle. Even if this person is respected by their peers for other reasons, they will always have the stigma of being a “gotcha” or perpetually negative employee.
Why Do People Do It?
“Gotcha” employees usually don’t set out to alienate others and create dysfunction in their teams. It’s just that this behavior makes them feel valuable and smart. They believe they are seeing something others can’t. In fact, as I alluded to earlier, it’s been my experience that these are some of the smartest and most talented members of the team. These traits allow them to get a foothold with others and begin the “gotcha” cascade. Usually their behavior stems from a lack of engagement or a sense of not feeling valued. They view themselves as fulfilling an important function on the team—it’s up to them to lead the charge. They believe their superior intellect is the only solution for the organization’s challenges, and if everyone would just do what they say, this place would be running like a top.
I’ve noticed that “gotcha” people tend to gravitate toward others like themselves, so instead of seeing the harmful effects of their behavior, they’re stuck in a self-congratulatory echo chamber. Anyone who is not on the “inside” or anyone who calls out the behavior is a target. The real problem then becomes the toxic synergy that’s created: The “gotcha” employee can and will control the narrative and thinking of other subgroups in the organization. This becomes most problematic when they are working around new or easily influenced members.
How to Break the ‘Gotcha’ Habit
If we are constantly on the lookout for what’s wrong in a workplace, we will always find the “fly in the ointment.” I’m not saying we should never focus on what needs to be fixed. We certainly should. But it would be far more beneficial for everyone if team members would work together to achieve goals and find solutions rather than tear down the efforts of others.
It’s up to leaders to create these conditions. The way I see it, this is a two-part endeavor. First, we need to respond to “gotcha” moments the right way. Second, we need to create a culture in which “gotcha” behavior doesn’t take root and thrive. Here are a few strategies for both.
When a ‘Gotcha’ Moment Happens, Do the Following
Get to the root of the “gotcha.” Some people tear others down because it makes them feel better about themselves. Look at the person and consider what might be going on. Were they recently passed over for a promotion? Have they recently made a mistake or been treated unfairly? In that case, they might be going on the defensive by trying to show others in an unflattering light. If it becomes clear that the employee is struggling, you might need to have a candid but kind conversation. Ask them what’s going on and find out what, if anything, you can do to help them succeed.
Avoid a big “reaction.” Sometimes a “gotcha” employee truly does have bad intentions. If the employee is trying to get a rise out of you, don’t give it to them. You don’t need to stoop to their level or give them the satisfaction of knowing they have rattled you. Do your best to rise above the “gotcha” and move on. Likewise, convey to others the importance of taking the high road.
Ask for specifics. Approach the “gotcha” moment with curiosity, not hostility. Ask, “Can you tell me more about the comment you made in front of the group? I’d like to know why you feel the way you do.” This forces the person to point to facts and data rather than relying on generalities or any “story” they may be telling themselves about someone else’s behavior or perceived flaws. Their perception may change when you ask them to drill down on specifics.
Validate the person’s “catch” (up to a point). If someone points out an error you have made, take a moment to weigh the validity of their statement. Is there some truth to it? Is there something you can learn from it? Just because the message came from a “gotcha” employee—and, as leaders, we may not like the medium in which it was delivered—discounting this message would be a huge error. What might you do differently moving forward? You might say something like, “You know, that was a careless oversight. I really need to look over my emails to make sure I don’t leave out something important.” This can be tough to do. It takes humility, which can feel uncomfortable, but is ultimately a tool that builds trust between people.
Create a Gotcha-Free Culture
Assume good intent (and teach employees to do the same). Once someone gets a reputation for “gotcha” behaviors, it’s easy to write them off for good. Try not to do this. Chances are the employee who points out people’s shortcomings genuinely believes they are being helpful (even though it is not always welcomed or well received.) If you’ve been burnt by their behavior, try to give them grace. Remember, just because someone has behaved badly in the past doesn’t mean they are incapable of growing and changing.
And on the flip side, remind “gotcha” employees (and all employees) that most people want to do a good job. Usually, when someone does make a mistake, they feel terrible about it. Normalize giving colleagues and leaders the benefit of the doubt. This doesn’t mean you should overlook mistakes or sweep problems under the rug—just that you should treat others with empathy and respect when you address those things.
Ask yourself: Are my employees afraid to make mistakes? A “gotcha” culture can start at the top and trickle down to everyone else, so address your own tendencies first. Are you punitive when people forget details, make mistakes, or take the wrong course of action? If so, it’s time to allow employees to be fallible human beings. Encourage people to say, “I don’t know the answer right now. Let me get back to you,” or, “I think we went in the wrong direction, and here’s what I think needs to happen next,” without fear of punishment or being blamed and shamed. Psychological safety is important for many reasons, and lessening “gotcha” behavior is one of them.
Model transparency for the team. Make yours a culture where people (all people) own up to their mistakes. This is one best practice that must start at the top of the organization. Cloaking company errors in secrecy perpetuates a culture of blame and finger-pointing. If the organization makes a serious misstep, communicate it immediately to everyone on the team. Sharing the facts up front also prevents gossip and rumors from taking hold.
Be clear and concise with communication and teach others to do the same. Poor communication leads to mistakes, which leads to “gotchas” and finger-pointing. So, make being clear and concise a standard everyone aspires to. Model the behavior. Think carefully about what you want to convey before you communicate rather than winging it. Give clear instructions so employees know what is expected of them. Teach people to listen carefully and repeat back what they heard to ensure messages aren’t confused. Encourage people to ask if they don’t understand.
Look for the bright spots and use them to shift the culture. Training people to focus on what’s going well can change negative attitudes and shift the culture toward positivity. Create good “gotcha” moments in which you catch people doing something right. Storytelling is a powerful way to start this shift. Take a few minutes at your all-hands meeting to share about a member who went above and beyond. Give a shout-out to highlight exemplary service in e-mails or newsletters. Talk about the way your team made a positive impact on a person or family. A pat on the back goes a long way toward creating strong working relationships.
Everyone can take ownership of building a healthier culture free of “gotcha” behavior. No matter what your role is, you’ll be most impactful when you focus on collaboration and development instead of conflict and finger-pointing. Teach others to say “gotcha!” in a different way—by catching others doing good things. It may surprise you just how quickly the department’s culture shifts to a more positive place.
Finally, it is important to remember we are all on a journey. The 23-year-old firefighter will be a different person when they gain experience and mature. Admittedly, my own success in recognizing “gotcha” employees comes from my time as a “gotcha” employee. People can and do change if you create the right environment. Getting intentional about creating that environment is one of the greatest gifts you can give your team.
Mike Clements is the assistant chief of administration with the Cy-Fair Fire Department in Houston, Texas. Mike is a 20-year veteran of Cy-Fair. He also works as a battalion chief in the College Station (TX) Fire Department. He is a senior certified professional with the Society for Human Resource Management (SHRM-SCP) and specializes in human resources, relationship management, labor/management relations, and grant writing. Mike has a master’s degree in public administration from Stephen F. Austin State University, the Executive Fire Officer designation from the National Fire Academy, and an undergraduate degree from Texas A&M University.
