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fill=\"#D7A850\">.<\/tspan>coach<\/text>\r\n <\/svg>\r\n<\/div>\r\n\r\n\r\n<div class=\"hero\">\r\n <div class=\"card\">\r\n <div class=\"kicker\">Managing People · A Manager's Playbook<\/div>\r\n <h1>The Drama Queen (or King) On Your Team<\/h1>\r\n <p class=\"sub\">How to manage it \u2014 without becoming part of it.<\/p>\r\n <div class=\"crown\">\r\n <svg viewBox=\"0 0 300 200\" role=\"img\" aria-label=\"crown mark\">\r\n <g fill=\"none\" stroke=\"#E6C98F\" stroke-width=\"6\" stroke-linejoin=\"round\">\r\n <path d=\"M40,150 L58,50 L110,110 L150,34 L190,110 L242,50 L260,150 Z\"\/>\r\n <line x1=\"40\" y1=\"150\" x2=\"260\" y2=\"150\"\/>\r\n <\/g>\r\n <circle cx=\"58\" cy=\"50\" r=\"7\" fill=\"#D7A850\"\/>\r\n <circle cx=\"150\" cy=\"34\" r=\"7\" fill=\"#D7A850\"\/>\r\n <circle cx=\"242\" cy=\"50\" r=\"7\" fill=\"#D7A850\"\/>\r\n <\/svg>\r\n <\/div>\r\n <\/div>\r\n<\/div>\r\n\r\n<div class=\"meta\">By <strong>salomons.coach<\/strong> \u00b7 7 August 2026 \u00b7 Leadership & Team Coaching<\/div>\r\n\r\n\r\n<article>\r\n\r\n <p class=\"drop\">Almost every manager I coach has one. They don't lead with it. We'll be twenty minutes into a session about strategy or a reorg, and then it comes out, usually with a sigh: <em>\"And then there's this one person on my team\u2026\"<\/em><\/p>\r\n\r\n <p>You know the one. Every molehill is a mountain. Every setback is a betrayal. Meetings get hijacked, the mood of the whole team seems to hang on their morning, and you've started quietly arranging your week around their reactions. You're not imagining it, and you're not a bad manager for finding it exhausting.<\/p>\r\n\r\n <p class=\"lead\">So let me walk you through what I actually do with managers when this lands on the table. Not theory. The moves.<\/p>\r\n\r\n <h2>First, we drop the label<\/h2>\r\n <p>I get why you call them a drama queen. It's shorthand, and it's a relief to finally name it. But here's the problem with the label: it tells you the person is the problem, and that there's nothing to be done except wait for them to leave or change. Both of those put you in the passenger seat.<\/p>\r\n <p>So the first thing I do is take the word away from you. We stop talking about who they <em>are<\/em> and start talking about what they <em>do<\/em> \u2014 the specific, repeatable behaviour. \"Turns a scheduling change into a personal grievance in the team channel.\" \"Comes to me with problems, never options.\" \"Goes quiet and wounded when given feedback, so people stop giving it.\" That's not a personality. That's a pattern. And patterns you can work with.<\/p>\r\n\r\n <h2>The question I ask before anything else<\/h2>\r\n <p>\"What are they getting out of it?\"<\/p>\r\n <p>Managers usually pause here, because it feels unkind. It isn't. Nobody keeps running a pattern that costs them everything and pays them nothing. The drama is doing a job. Usually it's one of three: it gets them attention they don't know how to ask for straight, it gets them off the hook for something, or it gets them a feeling of significance \u2014 being the person the room revolves around.<\/p>\r\n <p>Once you can see the payoff, you can see your part. Because here's the uncomfortable bit: the payoff is usually <em>you<\/em>. Your attention, your reassurance, your habit of smoothing it over so the meeting can move on. You're not causing the drama. But you may well be funding it.<\/p>\r\n\r\n <div class=\"callout\">\r\n <div class=\"label\">The whole game, in one line<\/div>\r\n <p>Your job isn't to fix them. It's to stop funding it.<\/p>\r\n <\/div>\r\n\r\n <p>You are not their therapist, and you're not going to personality-transplant a grown adult. What you can do \u2014 starting this week \u2014 is change what the behaviour earns. Here's how I break it down.<\/p>\r\n\r\n <div class=\"steps\">\r\n <div class=\"step\"><div class=\"num\">1<\/div>\r\n <h3>Audit what you're rewarding<\/h3>\r\n <p>For one week, just notice. When they spin something up, what happens next? Do you drop what you're doing? Reply first and fastest? Book a one-to-one to \"check in\"? Every one of those is a payout. You want the dramatic version of a message to earn <em>less<\/em> of your time than the calm, direct one \u2014 not more.<\/p>\r\n <\/div>\r\n <div class=\"step\"><div class=\"num\">2<\/div>\r\n <h3>Have the boring, direct conversation. Privately.<\/h3>\r\n <p>Not in the moment, not in front of anyone. Book fifteen minutes and be specific and unemotional about it:<\/p>\r\n <div class=\"script\">I want to talk about how issues get raised. When something's wrong, I need it brought to me directly \u2014 what's happened, and what you think we should do. What I can't work with is when it goes into the team channel first, or turns into who's to blame. Can we agree on that?<\/div>\r\n <p>No label. No \"you're too dramatic.\" Just the behaviour, the standard, and a request. Say it once, plainly, and don't over-explain \u2014 over-explaining is how you hand the wheel back.<\/p>\r\n <\/div>\r\n <div class=\"step\"><div class=\"num\">3<\/div>\r\n <h3>Only respond to the Doer version<\/h3>\r\n <p>This is the one that actually shifts things. When they come to you spiralling \u2014 <em>\"this is a disaster, it's always me, I don't know what to do\"<\/em> \u2014 you don't join them in it and you don't scold them for it. You calmly redirect to ownership:<\/p>\r\n <div class=\"script\">Okay. What's the outcome you want here, and what's one thing you can do about it?<\/div>\r\n <p>Every single time. You're not being cold \u2014 you're refusing to reward the spiral and rewarding the solution instead. Do this consistently for a few weeks and most people quietly recalibrate, because the old move stops working.<\/p>\r\n <\/div>\r\n <div class=\"step\"><div class=\"num\">4<\/div>\r\n <h3>Keep two or three lines ready for the meeting<\/h3>\r\n <p>When it flares in the room, you don't want to be improvising. Keep a couple of calm, boring redirects in your back pocket:<\/p>\r\n <div class=\"script\">That's a real concern \u2014 let's take it offline and I'll pick it up with you after.<\/div>\r\n <div class=\"script\">Let's stay on the decision. What would actually help us move forward?<\/div>\r\n <p>Said evenly, without irritation, this takes the oxygen out of it without humiliating anyone. The rest of the team will feel you doing it, and they'll trust you more for it.<\/p>\r\n <\/div>\r\n <\/div>\r\n\r\n <h2>Tell the difference between drama and distress<\/h2>\r\n <p>This matters, so don't skip it. Sometimes what looks like \"drama\" is a person who is genuinely struggling \u2014 overloaded, going through something at home, burning out. The behaviour can look identical from the outside. The tell is what happens when you offer real, practical help: someone in genuine distress takes it and uses it; someone running a pattern tends to bat it away, because being helped would end the story.<\/p>\r\n <p>If it's distress, you're in a completely different conversation \u2014 a human one, maybe with HR or occupational health alongside you. Don't playbook a person who's actually drowning. When I coach managers, we always check this first, before anything else.<\/p>\r\n\r\n <h2>Protect the team without becoming part of the problem<\/h2>\r\n <p>The rest of your people are watching how you handle this, and they're tired too. You protect them in two ways. First, you don't join the gossip \u2014 the moment you're rolling your eyes about someone with their colleagues, you've started your own little drama triangle. Second, you make it safe and normal for everyone to raise things the straight way, so the dramatic route isn't the only one that gets a response. When calm, direct communication reliably gets heard, theatrics lose their edge.<\/p>\r\n\r\n <h2>When it doesn't shift<\/h2>\r\n <p>Sometimes you do all of this \u2014 consistently, for a couple of months \u2014 and nothing moves. That happens. At that point it stops being a coaching conversation and becomes a performance one. You name the gap plainly, you put it in the expectations you'd hold anyone to, and you follow through. \"Being difficult to work with\" is a legitimate performance issue when it's affecting the team, and you're allowed to treat it as one. Kindly, clearly, and without apology.<\/p>\r\n\r\n <h2>The shift I want you to make<\/h2>\r\n <p>Stop waiting for this person to become someone else. That's the trap, and it keeps you stuck and resentful. Your power was never in changing them. It's in changing what happens next \u2014 what you reward, what you redirect, what you hold the line on. Do that with a steady hand and one of two things happens: the pattern fades because it stops paying, or the person self-selects out. Both are fine outcomes. Both are you leading.<\/p>\r\n\r\n <div class=\"cta\">\r\n <h2>Got someone running you ragged?<\/h2>\r\n <p>Let's take one real situation \u2014 the specific person, the specific meeting \u2014 and work it through. Scripts and all. That's usually all it takes to get you back in the driver's seat.<\/p>\r\n <a class=\"btn\" href=\"https:\/\/salomons.coach\/en\/contact\/\">Start the conversation<\/a>\r\n <\/div>\r\n\r\n <div class=\"author\">\r\n <div class=\"badge\">\r\n <svg viewBox=\"0 0 150 150\" role=\"img\" aria-label=\"salomons.coach mark\">\r\n <g transform=\"translate(75,78)\">\r\n <path d=\"M 5.85 -47.64 A 48 48 0 1 1 -5.85 -47.64\" fill=\"none\" stroke=\"#E6C98F\" stroke-width=\"2.6\" stroke-linecap=\"round\"\/>\r\n <polygon points=\"0,-64 -6,-2.5 0,0 6,-2.5\" fill=\"#D7A850\"\/>\r\n <polygon points=\"0,40 -5,2.5 0,0 5,2.5\" fill=\"none\" stroke=\"#E6C98F\" stroke-width=\"1.6\"\/>\r\n <circle cx=\"0\" cy=\"0\" r=\"2.4\" fill=\"#E6C98F\"\/>\r\n <\/g>\r\n <\/svg>\r\n <\/div>\r\n <div>\r\n <h4>Jan Salomons \u2014 salomons.coach<\/h4>\r\n <p>Jan is a seasoned executive who now works as an executive coach, team coach and transformation partner. Thirty-five-plus years with senior leaders across more than sixty countries, and an elected member of the Harvard Business Review Advisory Council. No-nonsense, boots on the ground, and relentlessly focused on results that last.<\/p>\r\n <\/div>\r\n <\/div>\r\n\r\n<\/article>\r\n\r\n<footer>\r\n <div class=\"tag\">BREAKTHROUGH & REGENERATE YOUR LEADERSHIP<\/div>\r\n <p>salomons.coach \u00b7 J.K. Salomons Holding B.V., 2018\u20132026<\/p>\r\n<\/footer>\r\n\r\n<\/body>\r\n<\/html>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>Almost every manager has that one person \u2014 every molehill a mountain, every meeting hijacked. Labelling them a “drama queen” puts you in the passenger seat. This is the practical playbook I walk managers through: stop funding the drama, redirect to ownership, and lead with a steady hand.<\/p>\n","protected":false},"author":1,"featured_media":12974,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"rs_blank_template":"","rs_page_bg_color":"","slide_template_v7":"","_monsterinsights_skip_tracking":false,"footnotes":""},"categories":[1,193,194,199,192],"tags":[468,142,72,366,122,120],"class_list":["post-12977","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-self-personal-growth","category-teams-collaboration","category-tools-methods","category-vuca-leadership","tag-behavior","tag-communication","tag-leadership","tag-leadership-behavior","tag-team-dynamics","tag-tools"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t<meta name=\"description\" content=\"A practical manager's playbook for handling a "drama queen or king" on your 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Playbook","link":"https:\/\/salomons.coach\/en\/the-drama-queen-king-on-your-team-a-managers-playbook\/"}],"_links":{"self":[{"href":"https:\/\/salomons.coach\/en\/wp-json\/wp\/v2\/posts\/12977","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/salomons.coach\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/salomons.coach\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/salomons.coach\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/salomons.coach\/en\/wp-json\/wp\/v2\/comments?post=12977"}],"version-history":[{"count":4,"href":"https:\/\/salomons.coach\/en\/wp-json\/wp\/v2\/posts\/12977\/revisions"}],"predecessor-version":[{"id":12981,"href":"https:\/\/salomons.coach\/en\/wp-json\/wp\/v2\/posts\/12977\/revisions\/12981"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/salomons.coach\/en\/wp-json\/wp\/v2\/media\/12974"}],"wp:attachment":[{"href":"https:\/\/salomons.coach\/en\/wp-json\/wp\/v2\/media?parent=12977"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/salomons.coach\/en\/wp-json\/wp\/v2\/categories?post=12977"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/salomons.coach\/en\/wp-json\/wp\/v2\/tags?post=12977"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}

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fill=\"#D7A850\">.<\/tspan>coach<\/text>\r\n <\/svg>\r\n<\/div>\r\n\r\n\r\n<div class=\"hero\">\r\n <div class=\"card\">\r\n <div class=\"kicker\">Managing People · A Manager's Playbook<\/div>\r\n <h1>The Drama Queen (or King) On Your Team<\/h1>\r\n <p class=\"sub\">How to manage it \u2014 without becoming part of it.<\/p>\r\n <div class=\"crown\">\r\n <svg viewBox=\"0 0 300 200\" role=\"img\" aria-label=\"crown mark\">\r\n <g fill=\"none\" stroke=\"#E6C98F\" stroke-width=\"6\" stroke-linejoin=\"round\">\r\n <path d=\"M40,150 L58,50 L110,110 L150,34 L190,110 L242,50 L260,150 Z\"\/>\r\n <line x1=\"40\" y1=\"150\" x2=\"260\" y2=\"150\"\/>\r\n <\/g>\r\n <circle cx=\"58\" cy=\"50\" r=\"7\" fill=\"#D7A850\"\/>\r\n <circle cx=\"150\" cy=\"34\" r=\"7\" fill=\"#D7A850\"\/>\r\n <circle cx=\"242\" cy=\"50\" r=\"7\" fill=\"#D7A850\"\/>\r\n <\/svg>\r\n <\/div>\r\n <\/div>\r\n<\/div>\r\n\r\n<div class=\"meta\">By <strong>salomons.coach<\/strong> \u00b7 7 August 2026 \u00b7 Leadership & Team Coaching<\/div>\r\n\r\n\r\n<article>\r\n\r\n <p class=\"drop\">Almost every manager I coach has one. They don't lead with it. We'll be twenty minutes into a session about strategy or a reorg, and then it comes out, usually with a sigh: <em>\"And then there's this one person on my team\u2026\"<\/em><\/p>\r\n\r\n <p>You know the one. Every molehill is a mountain. Every setback is a betrayal. Meetings get hijacked, the mood of the whole team seems to hang on their morning, and you've started quietly arranging your week around their reactions. You're not imagining it, and you're not a bad manager for finding it exhausting.<\/p>\r\n\r\n <p class=\"lead\">So let me walk you through what I actually do with managers when this lands on the table. Not theory. The moves.<\/p>\r\n\r\n <h2>First, we drop the label<\/h2>\r\n <p>I get why you call them a drama queen. It's shorthand, and it's a relief to finally name it. But here's the problem with the label: it tells you the person is the problem, and that there's nothing to be done except wait for them to leave or change. Both of those put you in the passenger seat.<\/p>\r\n <p>So the first thing I do is take the word away from you. We stop talking about who they <em>are<\/em> and start talking about what they <em>do<\/em> \u2014 the specific, repeatable behaviour. \"Turns a scheduling change into a personal grievance in the team channel.\" \"Comes to me with problems, never options.\" \"Goes quiet and wounded when given feedback, so people stop giving it.\" That's not a personality. That's a pattern. And patterns you can work with.<\/p>\r\n\r\n <h2>The question I ask before anything else<\/h2>\r\n <p>\"What are they getting out of it?\"<\/p>\r\n <p>Managers usually pause here, because it feels unkind. It isn't. Nobody keeps running a pattern that costs them everything and pays them nothing. The drama is doing a job. Usually it's one of three: it gets them attention they don't know how to ask for straight, it gets them off the hook for something, or it gets them a feeling of significance \u2014 being the person the room revolves around.<\/p>\r\n <p>Once you can see the payoff, you can see your part. Because here's the uncomfortable bit: the payoff is usually <em>you<\/em>. Your attention, your reassurance, your habit of smoothing it over so the meeting can move on. You're not causing the drama. But you may well be funding it.<\/p>\r\n\r\n <div class=\"callout\">\r\n <div class=\"label\">The whole game, in one line<\/div>\r\n <p>Your job isn't to fix them. It's to stop funding it.<\/p>\r\n <\/div>\r\n\r\n <p>You are not their therapist, and you're not going to personality-transplant a grown adult. What you can do \u2014 starting this week \u2014 is change what the behaviour earns. Here's how I break it down.<\/p>\r\n\r\n <div class=\"steps\">\r\n <div class=\"step\"><div class=\"num\">1<\/div>\r\n <h3>Audit what you're rewarding<\/h3>\r\n <p>For one week, just notice. When they spin something up, what happens next? Do you drop what you're doing? Reply first and fastest? Book a one-to-one to \"check in\"? Every one of those is a payout. You want the dramatic version of a message to earn <em>less<\/em> of your time than the calm, direct one \u2014 not more.<\/p>\r\n <\/div>\r\n <div class=\"step\"><div class=\"num\">2<\/div>\r\n <h3>Have the boring, direct conversation. Privately.<\/h3>\r\n <p>Not in the moment, not in front of anyone. Book fifteen minutes and be specific and unemotional about it:<\/p>\r\n <div class=\"script\">I want to talk about how issues get raised. When something's wrong, I need it brought to me directly \u2014 what's happened, and what you think we should do. What I can't work with is when it goes into the team channel first, or turns into who's to blame. Can we agree on that?<\/div>\r\n <p>No label. No \"you're too dramatic.\" Just the behaviour, the standard, and a request. Say it once, plainly, and don't over-explain \u2014 over-explaining is how you hand the wheel back.<\/p>\r\n <\/div>\r\n <div class=\"step\"><div class=\"num\">3<\/div>\r\n <h3>Only respond to the Doer version<\/h3>\r\n <p>This is the one that actually shifts things. When they come to you spiralling \u2014 <em>\"this is a disaster, it's always me, I don't know what to do\"<\/em> \u2014 you don't join them in it and you don't scold them for it. You calmly redirect to ownership:<\/p>\r\n <div class=\"script\">Okay. What's the outcome you want here, and what's one thing you can do about it?<\/div>\r\n <p>Every single time. You're not being cold \u2014 you're refusing to reward the spiral and rewarding the solution instead. Do this consistently for a few weeks and most people quietly recalibrate, because the old move stops working.<\/p>\r\n <\/div>\r\n <div class=\"step\"><div class=\"num\">4<\/div>\r\n <h3>Keep two or three lines ready for the meeting<\/h3>\r\n <p>When it flares in the room, you don't want to be improvising. Keep a couple of calm, boring redirects in your back pocket:<\/p>\r\n <div class=\"script\">That's a real concern \u2014 let's take it offline and I'll pick it up with you after.<\/div>\r\n <div class=\"script\">Let's stay on the decision. What would actually help us move forward?<\/div>\r\n <p>Said evenly, without irritation, this takes the oxygen out of it without humiliating anyone. The rest of the team will feel you doing it, and they'll trust you more for it.<\/p>\r\n <\/div>\r\n <\/div>\r\n\r\n <h2>Tell the difference between drama and distress<\/h2>\r\n <p>This matters, so don't skip it. Sometimes what looks like \"drama\" is a person who is genuinely struggling \u2014 overloaded, going through something at home, burning out. The behaviour can look identical from the outside. The tell is what happens when you offer real, practical help: someone in genuine distress takes it and uses it; someone running a pattern tends to bat it away, because being helped would end the story.<\/p>\r\n <p>If it's distress, you're in a completely different conversation \u2014 a human one, maybe with HR or occupational health alongside you. Don't playbook a person who's actually drowning. When I coach managers, we always check this first, before anything else.<\/p>\r\n\r\n <h2>Protect the team without becoming part of the problem<\/h2>\r\n <p>The rest of your people are watching how you handle this, and they're tired too. You protect them in two ways. First, you don't join the gossip \u2014 the moment you're rolling your eyes about someone with their colleagues, you've started your own little drama triangle. Second, you make it safe and normal for everyone to raise things the straight way, so the dramatic route isn't the only one that gets a response. When calm, direct communication reliably gets heard, theatrics lose their edge.<\/p>\r\n\r\n <h2>When it doesn't shift<\/h2>\r\n <p>Sometimes you do all of this \u2014 consistently, for a couple of months \u2014 and nothing moves. That happens. At that point it stops being a coaching conversation and becomes a performance one. You name the gap plainly, you put it in the expectations you'd hold anyone to, and you follow through. \"Being difficult to work with\" is a legitimate performance issue when it's affecting the team, and you're allowed to treat it as one. Kindly, clearly, and without apology.<\/p>\r\n\r\n <h2>The shift I want you to make<\/h2>\r\n <p>Stop waiting for this person to become someone else. That's the trap, and it keeps you stuck and resentful. Your power was never in changing them. It's in changing what happens next \u2014 what you reward, what you redirect, what you hold the line on. Do that with a steady hand and one of two things happens: the pattern fades because it stops paying, or the person self-selects out. Both are fine outcomes. Both are you leading.<\/p>\r\n\r\n <div class=\"cta\">\r\n <h2>Got someone running you ragged?<\/h2>\r\n <p>Let's take one real situation \u2014 the specific person, the specific meeting \u2014 and work it through. Scripts and all. That's usually all it takes to get you back in the driver's seat.<\/p>\r\n <a class=\"btn\" href=\"https:\/\/salomons.coach\/en\/contact\/\">Start the conversation<\/a>\r\n <\/div>\r\n\r\n <div class=\"author\">\r\n <div class=\"badge\">\r\n <svg viewBox=\"0 0 150 150\" role=\"img\" aria-label=\"salomons.coach mark\">\r\n <g transform=\"translate(75,78)\">\r\n <path d=\"M 5.85 -47.64 A 48 48 0 1 1 -5.85 -47.64\" fill=\"none\" stroke=\"#E6C98F\" stroke-width=\"2.6\" stroke-linecap=\"round\"\/>\r\n <polygon points=\"0,-64 -6,-2.5 0,0 6,-2.5\" fill=\"#D7A850\"\/>\r\n <polygon points=\"0,40 -5,2.5 0,0 5,2.5\" fill=\"none\" stroke=\"#E6C98F\" stroke-width=\"1.6\"\/>\r\n <circle cx=\"0\" cy=\"0\" r=\"2.4\" fill=\"#E6C98F\"\/>\r\n <\/g>\r\n <\/svg>\r\n <\/div>\r\n <div>\r\n <h4>Jan Salomons \u2014 salomons.coach<\/h4>\r\n <p>Jan is a seasoned executive who now works as an executive coach, team coach and transformation partner. Thirty-five-plus years with senior leaders across more than sixty countries, and an elected member of the Harvard Business Review Advisory Council. No-nonsense, boots on the ground, and relentlessly focused on results that last.<\/p>\r\n <\/div>\r\n <\/div>\r\n\r\n<\/article>\r\n\r\n<footer>\r\n <div class=\"tag\">BREAKTHROUGH & REGENERATE YOUR LEADERSHIP<\/div>\r\n <p>salomons.coach \u00b7 J.K. Salomons Holding B.V., 2018\u20132026<\/p>\r\n<\/footer>\r\n\r\n<\/body>\r\n<\/html>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>Almost every manager has that one person \u2014 every molehill a mountain, every meeting hijacked. Labelling them a “drama queen” puts you in the passenger seat. This is the practical playbook I walk managers through: stop funding the drama, redirect to ownership, and lead with a steady hand.<\/p>\n","protected":false},"author":1,"featured_media":12974,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"rs_blank_template":"","rs_page_bg_color":"","slide_template_v7":"","_monsterinsights_skip_tracking":false,"footnotes":""},"categories":[1,193,194,199,192],"tags":[468,142,72,366,122,120],"class_list":["post-12977","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-self-personal-growth","category-teams-collaboration","category-tools-methods","category-vuca-leadership","tag-behavior","tag-communication","tag-leadership","tag-leadership-behavior","tag-team-dynamics","tag-tools"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t<meta name=\"description\" content=\"A practical manager's playbook for handling a "drama queen or king" on your 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