Let’s set the scene: It’s a dark and stormy Tuesday. You walk into the office and look out over the workspaces of your staff. They are engaging in their typical banter as they start their day. Everything seems fine, until another member of the department comes through the door. Then the collective demeanor of your team changes, and the atmosphere seems to shift and grow cold. The buzz of conversation has turned into eerie silence, and the only noise you hear is the clacking of keyboards. Your previously upbeat employees have turned into zombies! No, not those type of zombies, but the kind who sit at their desks showing depleted motivation and dissatisfaction, just waiting for the day to be over. What could have happened to cast such a pall over your workforce? Or maybe the better question starts with Who?
Managing people isn’t for the faint of heart, even when you have a team of positive, productive employees. Managing a challenging employee is even harder. Even when that difficult staff member is meeting their KPIs and performance targets, they can bring down the mood and morale of the group with a negative attitude or disrespectful actions. This type of employee is like the mystery villain of a scary movie who is revealed to be part of the group the whole time, causing problems from the inside. Cue dramatic music.
The silver lining is that this doesn’t have to be the end of the story. Difficult employees can often be transformed (or at least improved) with thoughtful planning, diplomacy and, perhaps, some tough love, and this can do wonders for your environment and team.
Before taking steps to turn a challenging employee around, make sure your organization has established policies regarding how you expect staff to conduct themselves and treat others. Clearly define the organization’s core values as well as the negative behaviors that are not acceptable. Ensure these policies are put in writing and communicated to all employees. Then, if someone does not follow your standards, it’s not just a subjective or emotionally based matter but a performance issue to be addressed.
Also, understand it is ultimately your responsibility as the manager to address the employee’s unwanted behavior. Not doing so is equal to training them that the behavior is acceptable which will all but guarantee it will continue. The employee’s colleagues may be willing to set team norms for the group and give constructive feedback, but in the end, the manager is the person who must initiate and enforce changes.
It’s not enough to say that an employee “seems irritable” during every meeting. Document exactly what the person says and does that causes issues (e.g. eye-rolling, interrupting, complaining, gossiping). If the employee is not meeting their job goals or completing assignments, be specific in documenting them as well. Keeping a detailed log of problems including dates will also be helpful if HR is required to get involved at a later time.
Speaking with the individual, preferably face to face, is the key to getting to the bottom of the issues and bringing them to resolution. Plan the meeting at a time when you will not be interrupted or distracted to show that you are committed to addressing and correcting the issues with the employee. Frame the behavior problems as a performance issue by reminding the employee of the organization’s policies and code of conduct for how personnel are expected to act in the workplace.
The way you phrase your observations can either encourage an open dialogue or create defensiveness in the employee, so be cognizant of speaking in a way that conveys you are there to help rather than to accuse. For example, instead of telling the person that you’ve noticed they have missed several meetings and waiting for their reply, say that you are wondering what has happened to cause the employee to miss the meetings. Allow the employee to speak freely rather than prejudging why the issues are happening, and keep the discussion targeted toward the behaviors rather than the individual’s character. Some people might not realize how their behavior is coming across and impacting others, and they will want to make positive changes. But for others…
Some employees will deny or want to debate, so be prepared for that possibility, but don’t take the bait. If the person becomes argumentative, calmly tell them this is not a debate but rather a discussion on the specific behaviors and on how to address them. Most difficult employees will not change their ways overnight, so be consistent about your expectations and the repercussions if improvements aren’t made. It may take time and persistence on your part before the individual fully realizes they cannot continue with their behavior.
Though you can guide the conversation, let the employee be integral in solving their own behavior issues. Assure them you will be there to help and support them but that the work is ultimately theirs to do. Also, tell the employee that you both will meet on a regular basis to discuss progress, setbacks, and any other issues that arise so the person understands they will be held accountable.
Knowing your employees’ motivators and preferences beforehand can make a big difference in how you develop behavior improvement plans and potentially in the effectiveness of those plans. Omnia’s behavioral assessment can help you dig into what makes your employee tick and may give possible indicators about why the person is acting out. A tall column 1 on the Omnia assessment indicates an individual who needs ongoing challenges and chances to pursue ambitious personal goals. However, if this person is in a low-key background role, they might feel frustrated and stifled, which could be the cause of some unwanted behaviors. Conversely, if your employee who has a tall column 2, which suggests caution and a desire to collaborate with the team, is required to take the lead and make far-reaching decisions, then this person might display absenteeism or put off handling responsibilities that feel risky to them.
As a reminder, it’s important to let the employee explain for themselves what is causing their behavior but having this background knowledge can be hugely beneficial to resolving it.
Put behavioral insights to good use in your hiring practice by using hiring assessments. Understanding the internal motivators and intrinsic behaviors a person is likely to display on the job can help ensure you put the right people in the right roles. And an employee whose natural traits align with their job responsibilities is less likely to turn into a ghoulish addition to your team.
If, after trying all of these tips, your employee still does not improve, it may be time to go your separate ways. Enlist help from HR to ensure an employee dismissal is handled appropriately.
Using these tricks might not always feel like a treat at first, but helping a difficult employee improve may help the person become a more valuable member of your staff and breathe new life into your team’s work atmosphere.
