1. Identify who is angry

Train your managers and employees to identify the behaviors that can signal an anger challenged co-worker and have a positive system that will report these behaviors to management for further investigation. Do not wait.

2. Identify why they are angry

Interview reporting staff to determine whether indications warrant further review. Interview subject to determine why they may be angry at work. Offer positive solutions for individual stress and anger control or refer to EAP if appropriate and available.

3. Find solutions to organizations' culture as it pertains to anger

Do not stick your head in the sand. Tackle the possible organizational issues that may be creating the stress and anger within your organization and work to solve these challenges.

4. Train leaders to create a culture of civility

Leadership comes from the top down and must address the issues with resolve. If anger is inbred in an organization's leaders this becomes a difficult but important concern. The costs of anger are too high, in the long run, for an organization to be most productive and long standing. Retention of key personnel becomes an issue, if the leadership creates a culture that tolerates, or encourages, anger in the work place. Legal issues will also become an issue that cuts profits and productivity.

5. Train managers to identify anger and manage teams/individuals with issues

Managers require training, support, and good leadership. Coaching or mentoring managers, especially new managers who have risen from technical backgrounds, becomes an essential ingredient for most successful organizations. This will also reduce turn-over, sabotage, and legal challenges.

6. Train employees to control their stress and anger appropriately

Give all of your employees the tools they need to manage their own individual stresses and anger. Do not assume that they will learn civility and self-management outside of work. Though this requires time, resources, and management attention, it will pay off in increased organizational productivity and employee loyalty.

7. Manage organizational stress and transition management

Learn how to manage your organizations transitions and help your executives and employees survive the stress at work. This will prevent problems and create an environment where positive performance can thrive.

8. Create an anger management program for individuals with clear goals

When someone has an identified anger management challenge, it may be a great management decision to assist your personnel with a anger management program rather than replacing these people or expecting and outside agency to fix your "problem." Programs can be tailored for your specific requirements. Some have a 2 day seminar and individual coaching if individuals require additional support. Other organizations may have on-going, and mandatory, groups for people identified with anger challenges. External coaches or therapists are often hired for these programs so confidentiality does not become an issue in the work environment.

9. Take immediate action: Zero tolerance of anger and violence

Tolerating anger displays or violence is dangerous. It can send the wrong message and opening your organization up to harassment law suits. Leaders must be strong with this Zero Tolerance.

10. Offer ways to speak out safely about issues to prevent anger and violence (be open to creative solutions)

Create venues that allow people to be heard. Respect diversity of opinion. Create a safe way to express appropriate levels of stress and frustration. Always look to build a better environment and culture.

To implement these principles can require resolve and leadership. Many organizations require coaching and consulting to make these deep changes to their culture. The pay-off can be found in increased productivity, loyalty, and more creativity to problem solving.