Katarina* doesn’t know what to do: she has a chronic health problem and her doctor has recommended that she take sick leave for the sake of her health. At CERN, she’s part of a team that’s working to a tight schedule and has ambitious goals. She’s very worried that her absence will affect the schedule and that her colleagues, with whom she forms a close-knit team, will have to pick up the slack.
But what worries her even more is that, if she raises her health problems with her hierarchy, she’ll be labelled as “a problem person”.

Tobias* is very worried about the level of resources that he’s been given to fulfil his duties. He has tried several times to draw his hierarchy’s attention to the consequences of this lack of resources for the activity concerned, which the Organization considers strategically important, but, so far, to no avail. He doesn’t bring it up it any more, as he’s afraid he’ll be labelled as a moaner, a difficult character or “a problem person”. 

Ioannis* has had a burnout and has been on extended sick leave. He’s about to go back to work and his main worry is that he’ll be labelled as “a problem person”, not only in the short term but for good. Ioannis thinks this difficult period he’s gone through might stand in the way of him applying for internal mobility or being given more responsibilities.

Linda* has a difficult relationship with her supervisor. Their personalities clash and they have a different outlook on priorities. In meetings, discussions have become rather heated. Although Linda’s career path so far has been exemplary, she’s worried that these communication difficulties with her current supervisor will mean that she’ll be labelled as “a problem person” from now on. 

These four colleagues share a fear of being labelled negatively and worry that it will harm their career prospects in the Organization. 

But what do we mean by “a problem person”? 

If we mean someone who has been affected by life’s ups and downs or those of working life in particular, or who is going through a tough time and struggling to cope, then we’re all “problem people”, because that will happen to all of us at some point. 

If we mean someone who speaks up about fears or risks and who openly and constructively points out weaknesses in our processes, then we need “problem people” because they can flag vital issues and shortcomings. 

And lastly, if we mean someone who struggles to communicate ideas or a difference of opinion in certain situations, using negative labels will deprive the community of a different perspective on workplace issues. That person is not a “problem person” but a source of ideas, provided that communication with the supervisor improves. 

The article “Horns and halos”, which appeared in the Ombud’s Corner in 2017, approached the issue of labels from a different, and very useful, perspective. I encourage you to (re)read it.

Let’s try to avoid participating in this merciless “labelling” of our colleagues. Instead, let’s get to know them, understand their strengths and weaknesses and make up our own minds. Let’s give them a chance to show their true colours, rather than relying on what others say about them. 

Laure Esteveny

* Names have been changed.

I want to hear from you – feel free to email ombud@cern.ch with any feedback or suggestions for topics you’d like me to address. 

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